Here's how you can navigate a merger or acquisition in Corporate Real Estate with key leadership qualities.

Effective leadership in corporate real estate involves more than management. It requires foresight to predict market trends and the agility to navigate economic shifts. An example is a CEO who revitalised a neglected commercial district into a thriving business hub, enhancing economic growth and setting sustainability standards. Visionary leadership must balance ambitious goals with practical strategies, considering real constraints and market feedback. This balance ensures that plans are both innovative and executable. Ultimately, leadership in corporate real estate combines forward-thinking with actionable steps, enabling companies to excel in a competitive market.

M&A can be disruptive and build fear in employees as to the stability in their tenure. A great leader leads and has a vision. They may be distracted with the M&A processes however they must be strong and clear with their position. Share this vision so it is understood. Dispel fear wherever possible and be truthful to the roadmap. Taking staff on the journey while difficult, will be rewarded.

Cultivez une vision claire de ce que la fusion ou l'acquisition doit accomplir pour votre entreprise immobilière. Dirigez avec une perspective qui inspire confiance et aligne toutes les parties prenantes sur des objectifs communs.

Objective and clear communication to all parties about the strategy and management direction the new structure will follow, even though it may be disruptive and potentially less aligned with the "ex-present" of some areas, people, and interests. This involves the ability to design alternative plans to mitigate this impact, even though, paradoxically, the new scenario is extraordinarily positive for the company and the market, and this also must be evidenced from a macro perspective.

In corporate real estate mergers and acquisitions, having a clear leadership vision is essential for giving direction, boosting self-assurance, easing cultural integration, encouraging flexibility, maintaining constant communication, and directing the entire integration process in the direction of success and alignment.

Assurez-vous que les stratégies pour la fusion ou l'acquisition sont bien définies et communiquées à tous les niveaux de votre organisation. Une compréhension claire des objectifs aide à maintenir l'alignement et l'efficacité opérationnelle.

Strategic lucidity Following a merger, real estate portfolios must be optimized using data, decisions must be in line with the leadership's vision, flexibility must be maintained, stakeholders must be involved, and execution must be attentive. It guarantees smooth transitions in commercial real estate and optimizes value.

Tenha uma vis?o clara dos objetivos da fus?o ou aquisi??o e como ela se alinha com a estratégia de longo prazo da empresa. Mantenha uma comunica??o aberta e transparente com todas as partes interessadas, incluindo funcionários, investidores e clientes, para garantir o alinhamento e o apoio durante o processo.

Il faut absolument avoir une feuille de route très claire basée sur l'évaluation exacte des actifs immobiliers en vente ou cession

This has to be the priority as the people on all sides are the most important thing. Regular meetings to answer those little questions and big worries that keep people awake at night. People are the success behind everything.

Maintenez des lignes de communication ouvertes avec toutes les parties impliquées. Une communication claire et régulière est cruciale pour gérer les attentes et résoudre les problèmes rapidement durant le processus de fusion ou d'acquisition.

Clarity, transparency, customised message, two-way conversation, timeliness, consistency, and expectation management are all necessary for effective communication during mergers and acquisitions. It cultivates ownership, involvement, and trust among stakeholders—all of which are essential for a corporate real estate integration to be successful.

I believe that the objective of a merger or acquisition in real estate is straightforward: to secure the best terms for both parties, just get it done. However, achieving this goal hinges on meticulous communication of the smaller steps involved and more between both parties. Teams on both sides often become disoriented without clear daily interactions that ALWAYS specify the task at hand, the requirements, the responsible party, and the deadlines. Every meeting should clearly outline what needs to be done, by whom, and when it should be delivered, and i repeat: ALWAYS end every meeting with these checked. Failure to communicate these details can lead to significant issues in closing a deal.

Very often what gets the least attention during M&A is its impact on people. We pay a lot of attention to systems integration and work flow integration. We rarely consider the emotional impact of M&A on the employees. Those organizations that set up adequate support systems to help employees through the transition, especially to help those who may me at the risk of being let go as part of the restructuring, will succeed and emerge as a strong organization with unified corporate culture. Those who are only motivated by cost cutting and profit often find themselves facing a declining morale, loyalty and social equity. Employees have to come first!

Since 1956, Burns Scalo Real Estate has continually changed. Leaders and organizations have to be forward thinking and leaning into the need for change. I have found most people are slow and even reluctant to change. The book ‘ who moved my cheese’ best explains the reason and need to evolve and change. Everyone essentially has a different risk tolerance. Another great read is ‘ the obstacle is the way ‘, this provides a realistic lenses on the commercial real estate industry over the last four years. A line I heard from Jay Olshonsky, NAI Global CEO was “the world changed and we have to change with it “. Our firm recently joined the NAI Network and I believe it will prove to be one of the best decisions we have ever made.

Soyez proactif dans la gestion du changement en préparant vos équipes à s'adapter aux nouvelles structures et processus. Une gestion efficace du changement assure une transition plus douce et minimise les perturbations opérationnelles.

Esteja preparado para lidar com mudan?as e desafios inesperados ao longo do processo de fus?o ou aquisi??o, ajustando estratégias conforme necessário. Reconhe?a e gerencie as diferen?as culturais e de equipe que podem surgir durante a integra??o de duas organiza??es, promovendo a colabora??o e a coes?o entre os membros da equipe.

“Don’t automate: Obliterate!” I spent 30+ years with with Deloitte, JLL and a couple of other consultancies helping real estate companies manage M&A. At the outset my focus was on navigating the complexities and pitfalls of process & technology integration. Too often this wound up creating/exacerbating more issues than it addressed. I sensed there was a better way and event focused more and more on redesign, not just integration. While this adds rigor to an already complex job — getting management and participant support, team building, and getting up to speed on approach and methodology —it was well worth it. The payoff was that the more we were able to collectively re-design and re-invent, the better client outcomes were.

Identifiez et évaluez les risques associés à la fusion ou à l'acquisition. Avoir une stratégie de mitigation en place est essentiel pour prévenir les problèmes potentiels et garantir la stabilité de l'entreprise.

Renforcez l'autonomie de vos équipes en leur confiant des responsabilités clés et en leur fournissant les ressources nécessaires pour réussir. Une équipe habilitée peut augmenter l'efficacité et contribuer positivement au processus de fusion ou d'acquisition.

Pensez à la culture d'entreprise et à la fa?on dont elle sera affectée par la fusion ou l'acquisition. Aligner les cultures des deux entités peut être aussi important que l'alignement stratégique et financier pour le succès à long terme.