CRE executives have hard decisions to make, with short-term and long-term priorities often pulling in different directions. For instance, supporting business growth and innovation is important. But so is delivering efficiencies, or even cost-cutting. Similarily, continuously-changing working patterns present another tricky challenge, with employees spending more time in the office than two years ago, right-sizing will be a core priority. But it’s not yet clear what the right size will be.

Business leaders believe the areas where CRE can add the most value include the following: supporting business growth (41%), driving organizational efficiency (38%) and reducing operating costs (37%). Yet, environmental, social and governance (ESG) initiatives also remain key to the roadmap that many CRE leaders are expected to develop in the future.

Beyond the general trend, there is some variance across regions and industries. Organizations in the Americas region are more likely to expect CRE to support business growth, innovation and efficiency. Companies in Asia Pacific are more focused on digitization. There is a greater expectation on delivering sustainability through the CRE function in EMEA – as the only region with environmental impact as a top-five priority.

Blending the approach is a rational response to complex and changing demands being placed on the CRE function. Strategic partnerships can be used to complement internal skills and capabilities and to rapidly add expertise in response to sharp changes or where needed for specific projects.