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26
dTZ | In Situ
In 2009, The royal Bank of Scotland (rBS) undertook a procurement exercise to
further outsource some of its operations. dTZ was appointed to provide transaction
management services, GVA for property management, and subsequently dLA Piper
for legal services. A strong partnership was established between all four to deliver
complete end-to-end services across rBS’s operational real estate portfolio. At the
heart of this partnership, there exists collaboration between all the suppliers.
Collaboration
not coalition
rBS was seeking to find ways in which it could improve the
performance of its occupier estate, whilst also achieving cost
savings. A need was identified for further outsourcing some
responsibilities within the corporate real estate team and
avoiding duplication between internal and external teams.
When the partnership between rBS and its suppliers was
formed, they acknowledged the classic pitfalls of the corporate
real estate outsourcing model, which usually occurs when roles
and responsibilities are outsourced to multiple parties.
In order to deliver service excellence, collaboration is a necessity,
and the team has implemented a number of initiatives to break
down the barriers and engender a ‘one team’ ethos.
The main challenge for all the partners was to change historic
coalition behaviours between suppliers and promote an open
culture at all levels across organisations. A mutual trust was
developed by adopting common shared core values and
objectives, openness, and transparency, co-locating with rBS on
a regular basis, and organising workshops to engage and resolve
areas of concern and develop best practice.
cuSTomer
eXPerIence
humAnISATIon
oF communITY
IcT
PLATForm
ProceSS
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n
F
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W
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conTInuouS
ImProVemenT
coLLABorATIon
InnoVATIon
GLoBAL e2e ArchITecTure
reGIonAL conSISTencY
LocAL deLIVerY
common PITFALLS oF The
‘cLASSIc’ corPorATe reAL eSTATe
ouTSourcInG modeL:
•
Poor communication
•
need to know approach
•
Lack of continuous improvement
•
Limited access to information
•
Slow decision making
•
Lack of collaboration and trust
between competing consultants.
