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PropTech and the target operating model: has technology changed how you structure your CRE function?

POLL: PropTech and CRE operating model — transformation or tactical tool?

  1. 1. How far has PropTech deployment driven a redesign of your CRE(S) target operating model?

    • No redesign — technology has been layered on top of the existing model: We have added tools (IWMS, sensors, analytics platforms, helpdesk automation) without fundamentally changing governance, team structure, decision rights or data ownership. The operating model is broadly the same as before; the technology sits alongside it.
      0%
      0
    • Partial redesign — specific functions have been restructured around technology: One or two functions (lease administration, space management, energy monitoring) have been genuinely reorganised around a technology platform, but the wider CRE or FM operating model — reporting lines, service delivery structure, supplier governance — remains largely unchanged.
      0%
      0
    • Significant redesign — technology has restructured how the function operates and is governed: The TOM has been formally reviewed and updated to reflect the technology stack. Data ownership, team roles, decision-making processes and supplier contracts have all been realigned. PropTech is embedded in how we manage, not just what we measure.
      0%
      0
    • Full transformation — the operating model was redesigned first; technology followed the TOM, not the other way around: We deliberately sequenced TOM design ahead of technology procurement. The function's structure, governance model and service delivery logic were defined before platforms were selected, and technology was chosen to fit the model rather than the model adapting to the technology.
      0%
      0
    • Uncertain or in transition — we are mid-redesign and the outcome is not yet clear: A TOM review is underway or recently completed, PropTech consolidation or replacement is in progress, and it is too early to say whether the redesign will hold or whether the technology and the operating model will drift apart again once the programme closes.
      0%
      0

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Featured Replies

Research in the Corporate Real Estate Journal (Vol. 14, 2024–25) draws a sharp distinction between organisations that have deployed PropTech tactically i.e. a new IWMS here, a sensor layer there, and those that have used it to fundamentally redesign their target operating model (TOM). The latter group report materially better cost transparency and decision speed.

The honest version of this conversation in most organisations is: we bought the technology, but we didn't change the org chart, the governance or the data ownership — and so it hasn't changed much at all.

In summary, most organisations appear to have gone down the tactical deployment route, buying technology without redesigning the operating model, the data governance, the team structure or the decision-making culture around it resulting in over promises and underperformance. Whereas, the organisations achieving genuine value from their technology investment are those that have treated it as an organisational transformation programme with a technology dimension, not a technology procurement exercise with occasional change management attached.

Where has technology genuinely shifted how your CRE team is structured or makes decisions? And where has it underdelivered against the promise?

Expect an import lesson here for those hoping to unlock the AI advantage.

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