Decision Support for Strategic Planning of Corporate Real Estate

WHAT WOULD HAPPEN IF A CORPORATE REAL ESTATE department could investigate the impact of regional location, facility ownership and workplace utilization using a single analytical tool?

What would happen if a Corporate Real Estate department could predict the capital budget of a manufacturing company based just on the concept of a new product slated for production 3-4 years from now?

Who would listen to their findings? The Director of Corporate Real Estate? The CFO? The Heads of Manufacturing or R&D? The CEO?

These questions are among those being contemplated as a new generation of computerized models are being developed for the purpose of strategic planning of corporate real estate. The benefits of such models extend far beyond real estate analysis. In fact, the utility of such models may provide a new central role for corporate real estate departments and, as a by-product, yet another justification for centralized control of real estate in large multi-divisional corporations.

As analysts have become more skilled in the use of relational database and spreadsheet programs, and as computer capacity and speed constraints have diminished, new approaches to real estate analysis are being adopted to provide timely support for an ever wider spectrum of corporate executives. In contrast to traditional applications of financial modeling in corporate real estate, these emerging approaches purposely emphasize business needs (or the demand side) of corporate real estate, not just the financial feasibility of alternative supply-side solutions. Rather than simply assuming corporate demand as a given, these models attempt to derive facility demand as a function of primary business strategies.

In the wake of the terrorist attacks of Sept. 11, 2001, the American government acted quickly to mobilize what it called "critical homeland defenders" to meet the threat faced by our nation and the world. Not surprisingly, 21 government agencies made the list, ranging from the State Department to the U.S. Border Patrol.

That may be what it takes to address the immediate crisis. But for the long-term preservation and expansion of democratic freedom, the United States must look to public schools--the one institution founded to transmit civic principles and virtues from one generation to the next. Public schools must not only be added to the list, they should be moved up to the top as America's most important homeland defender.

Before 9/11, civic education was taken for granted or treated as an afterthought in many school districts. Renewing the civic mission of public schools wasn't high on America's educational agenda--even as evidence mounted that growing numbers of young Americans were uninformed about democratic principles, disengaged from the political process, distrusting of government and uninterested in working for the common good. But the wake-up call on 9/11 reminded many Americans, including many school leaders, of the vital link between democracy and public education.

There was little overall movement among the 15 largest talent agencies in Los Angeles County, with 11 firms holding their respective positions, including the top six.

But as is typical in the agency business, there were lots of comings and goings--most of it involving top-ranked Creative Artists Agency, which recruited several prominent agents from No. 2 William Morris Agency, No. 3 International Creative Management Inc., No. 4 United Talent Agency and No. 6 Endeavor Agency LLC.
The 15 largest agencies reported a combined 941 L.A. County-based agents, up 2.3 percent over the past 12 months. As for rankings, the Gersh Agency and Innovative Artists Talent & Literary Agency Inc. flip-flopped at Nos. 7 and 8, respectively. The Broder-Webb-Chervin-Silber Agency, No. 10 this year, and Abrams Artists Agency, No. 11 this year, also swapped spots.

Field operating agencies are subdivisions that carry out activities under the operational control of a headquarters Air Force manager.

Air Force Agency for Modeling and Simulation, Orlando, Fla.: Implements Air Force, joint and Department of Defense modeling and simulation policies and standards, supports corporate Air Force modeling and simulation planning, requirements and investment, supports establishment, transition and integration of major Air Force modeling and simulation initiatives and programs, and supports Air Force decision making and mission execution. Supports cross-cutting initiatives such as distributed mission operations and the joint synthetic battlespace, manages the Air Force modeling and simulation professional development program and sponsors the annual Air Force modeling and simulation conference.

IABC and Ithaca College in New York will offer a certificate program in strategic communication management in 2007. Participants must complete four courses to earn the certificate. Each online course will require approximately 10 hours of work, including readings, online discussions, and course assignments and projects, and will provide collaborative learning opportunities through asynchronous online discussions with peers and college faculty.

Participants may choose four of six courses offered:

* Demonstrating the Value of Communications as a Business Asset

* Leadership and Coalition-Building

* Managing Projects with In-House and Outsourced Teams

* Designing and Modeling Communication Systems and Infrastructures

* Evaluating Emerging Technologies

* Needs Analysis and Performance Consulting

Field operating agencies are subdivisions that carry out activities under the operational control of a headquarters Air Force functional manager.

Air Force Agency for Modeling and Simulation, Orlando, Fla.: Supports development and use of the joint synthetic battlespace for training, analysis, acquisition, test and evaluation, experimentation and operations. Implements Air Force, joint and Department of Defense modeling and simulation policies and standards. Manages, coordinates and integrates major Air Force and joint modeling and simulation programs and initiatives. Supports corporate Air Force modeling and simulation operations. Promotes and supports modeling and simulation technology improvements and innovation.

As the new president of Elite Los Angeles, DeEdyre Burks thinks the modeling agency that discovered stars like Cameron Diaz and Demi Moore is due for a facelift.

Driven by increased competition and changing client demands, Burks wants to shed the firm's monolithic reputation by providing models at more affordable prices and perhaps starting a theatrical division to help those who want to move into acting.

Burks hopes those changes will create a more boutique-like image for the L.A. division of worldwide modeling powerhouse Elite Model Management/John Casablancas.

"Elite is a huge name," she says. "People are intimidated by us... We have to go after clients, not just sit and wait for them as we did when there were only three agencies in town."

Elite Los Angeles currently represents about 300 models, with seven agents handling the print, commercial, runway and new-faces divisions. The agency books print work for major fashion magazines like Vogue and Mademoiselle as well as catalog and commercial jobs for ad agencies and department stores like Nordstrom and Bloomingdale's.

These days it's facing more competition from hot local agencies like Dragon Talent and aggressive L.A. affiliates of established agencies like Ford and Wilhelmina.

By expanding the range of fees, Burks wants to make her agency more accessible to customers without compromising the quality of talent offered. "We're not going to shock customers with enormous rates. We want them to be able to get a girl, a good girl, for as low as $1,600 a day," she said.

As the new president of Elite Los Angeles, DeEdyre Burks thinks the modeling agency that discovered stars like Cameron Diaz and Demi Moore is due for a facelift.

Driven by increased competition and changing client demands, Burks wants to shed the firm's monolithic reputation by providing models at more affordable prices and perhaps starting a theatrical division to help those who want to move into acting.

Burks hopes those changes will create a more boutique-like image for the L.A. division of worldwide modeling powerhouse Elite Model Management/John Casablancas.

"Elite is a huge name," she says. "People are intimidated by us... We have to go after clients, not just sit and wait for them as we did when there were only three agencies in town."

Elite Los Angeles currently represents about 300 models, with seven agents handling the print, commercial, runway and new-faces divisions. The agency books print work for major fashion magazines like Vogue and Mademoiselle as well as catalog and commercial jobs for ad agencies and department stores like Nordstrom and Bloomingdale's.

These days it's facing more competition from hot local agencies like Dragon Talent and aggressive L.A. affiliates of established agencies like Ford and Wilhelmina.

By expanding the range of fees, Burks wants to make her agency more accessible to customers without compromising the quality of talent offered. "We're not going to shock customers with enormous rates. We want them to be able to get a girl, a good girl, for as low as $1,600 a day," she said.

Air Force Agency for Modeling and Simulation, Orlando, Fla.: Supports the development and use of the Realistic Global Battlespace for training, analysis, acquisition, test and evaluation and operations. Implements Air Force. joint and Department of Defense modeling and simulation policies, architectures and standards: supports corporate Air Force M&S planning, requirements and investment, facilitates the establishment, transition and integration of major Air Force M&S initiatives and programs. and shapes decision making, mission rehearsal and execution. Supports cross-cutting initiatives such as Distributed Mission Operations and the Center for Domain Integration and promotes and supports technology improvements. Oversees the M&S professional development program and sponsors the annual Air Force M&S conference. Manages M&S Information Service, which includes the Air Force M&S Resource Repository, Event Planning System, M&S calendar, and the M&S help desk. The C4ISR Visualization Center is the AFAMS Pentagon Operating Location. The CVC provides senior leadership with a portal into Air Force and joint training events, experiments, wargames, real-world events and facilitates demonstrations of new and emerging technologies.

Suzanne Kay Wingfield admits she likes the money she has made modeling part time for the past 2 years. But for Wingfield, there are other benefits to being a model. "I get to travel to places I never would've gone and meet more people than I ever would've met otherwise," she says. Although the city in which her agency is based, Chicago, is primarily a catalog market, she has done other modeling in New York and spent last summer modeling in Europe.

Kelly Causey, who has modeled in Europe and Asia, also enjoys traveling. She has done different kinds of modeling, from runway to print to commercials. But no matter what the medium, she says, models, especially beginning models, like the star treatment they receive. "You have professionals who are making up your face and hair, and you might get to wear a $5,000 outfit," says Causey, of Georgia. "Sometimes, it's almost like it's not real; it's as if you're playing."