When you engage RealFoundations, you get more than smart people and exceptional effort: you get the proprietary techniques, methodologies and established practices that are the result of our years of real estate experience and insight. And we develop solutions based on proven knowledge frameworks and information models including:
Real Estate Enterprise Strategy
Strategy is figuring out WHY the enterprise should exist and WHERE the enterprise should go. We believe that specifically attending to the Operating Model – while setting more traditional aspects of strategy (Capital, Assets and Leadership) is critical, as solid strategy without strong execution is ineffective.
Decisions about types of capital needed; sources; restrictions; durations; and expected returns.
Decisions about investment types; asset types, sizes and quantity; and geographies.
Decisions about experience and capabilities of key individuals; track record as a team; and roles filled in the enterprise.
Decisions about work that will need to be done to operate the enterprise; information needed to run, measure and manage all work; tools required to support or automated the work; resources used to perform the work; and mechanisms to continue to improve operations once running.
The Operating Model depicts the key organizational, structural, procedural and behavioral elements and how they constructively interact to ensure that the business goals and objectives can be successfully executed.
Overall strategy, business goals, operating principles, and success criteria to define the demands and expectations that the TOM must satisfy.
A map of all work performed by or for the organization - the activity required to execute business goals, used to confirm tasks and activities that constitute a function.
Primary sourcing strategy and decisions; and management hierarchy to operate the model both within business and with external service providers, used to provide clarity and accountability.
The data, information and applications to operate the business, used to define the rules, operation and relationship between sourcing, processing and delivery of data.
Mechanisms by which operational improvements are prioritized and delivered, used to: deliver changes to the TOM that support evolving demands of business strategy.
Operating Model : Functional Model
The Functional Model describes the work that is done by and for the real estate enterprise. The premise is that the work of the enterprise – as well as the mechanisms to govern work quality, and to measure work effectiveness – can and should be described in ‘pure’ terms, independent of sourcing decisions or the enterprise ‘org chart’.
How do we know that work is being defined and measured in a consistent manner? How are the changes to the work governed and communicated?
How is the work being done measured and reported on?
Describes all the work done by and for the enterprise, without regard to sourcing decisions or org chart.
How is the work related to other components -- to articulate who is doing the work; what tools are used to do the work; and what information is needed for and created by the work?
Operating Model : Sourcing Model
The Sourcing Model addresses the actual decisions – about sourcing and organizational structures – that must be made in response to the demands of the Functional Model.
How do we know that our internal personnel and hired service provider people are adhering to, and being managed according to, established enterprise standards?
How are our people’s performance being measured and reported on?
Describes the total enterprise organizational chart – including both internal teams and externally sourced providers.
What formal controls on managing our resources require definition, communication, and periodic auditing/checking?
Operating Model : Information Model
The Information Model provides a comprehensive structure for managing an organization's information. Our assertion is information is an asset – and its management extends beyond technology. Without an established, formalized information management structure, real estate investors will continue to struggle with ‘poor data’.
How do we know that information is being created and used according to known and controlled processes? How is data quality risk being managed?
How does information support the mission? What does data mean? How do we know we are getting it at the right level, at the right time and with the appropriate quality?
How are the results being achieved and the work being done measured and reported on? How are common metrics defined and built?
What exact data is needed to measure performance and control the work and the assets? Where is it created, stored and altered?
What tools are needed, what do they do and how do they interact with each other?
How does information get from out there to in here in a transparent, controlled and usable way?
Who provides information? Do they know what they need to provide and when? Is there a mechanism to monitor and improve that supply?