FORTUNE 500 FINANCIAL FIRM

The Challenge.

A New York based Fortune 500 financial firm, with multiple business units across the globe, desires to harmonize their workplace strategy and develop a more efficient use of real estate.  The objective of the client is to harmonize varying approaches used my divisions and implement a macro-strategy which recognizes the different needs of the businesses.  To accomplish this objective, third-party advisors are required to thoroughly analyze portfolio requirements and develop actionable recommendations.

The Process. 

After multiple interviews with business units and potential providers from multiple disciplines, Apogee develops a request for proposal and accompanying data to distribute to the marketplace.  These responses are then scored, calibrated and evaluated with the internal team.  A down-selected group of providers is selected to present their experience, credentials and team and from these providers a go-forward team is selected.

GLOBAL INSURANCE FIRM

The Challenge.

An international firm in the risk management and finance industry faced critical market challenges and cost pressures resulting in a significantly over-sized property portfolio often located in very expensive markets. 

The Process.

After reviewing the entire US based property portfolio, the team in conjunction with the client, identified high-value opportunities in a limited number of locations.  Each of these locations was analyzed from a market, workforce utilization and financial perspective to determine specific tactics which could be employed to reduce operating costs in both the near and short term.  Some of these properties were ‘quick-hits’ with the potential to produce lower operating costs immediately, while others required a longer period of time to realize savings.  A strongly ‘data-driven’ approach that was not merely driven by market opportunities enabled the client to make an internal case for change.  

GLOBAL TELECOMMUNICATIONS FIRM

The Challenge.

Global Telecommunications Company was experiencing issues with their internal project management and construction division including significant project costs over-runs, organizational conflict and a lack of accountability in their US based project team.  

The Process.

The team reviewed sample projects and identified issues with the budgeting and change-order processes as well as challenges managing the internal business unit requests and changes of project scope.  Additionally, the national organization had redundant functions and confused or missing accountability for both project budgets and costs including labor and materials.  Beginning with a recommendation to re-align the organization, the team provided new process-mapping for common projects with multiple points of accountability.  

LARGE MEDIA COMPANY

The Challenge

A large media company with multiple, autonomous divisions was facing costs and market pressures to reduce operating expenses while preserving ‘the way we do things’ within the individual businesses.

The Process. 

Large, multi-national companies often are challenged to develop a single, occupancy strategy across geographies and business units; yet these same organizations are often under pressure to constantly increase efficiencies and reduce redundant costs. This specific project’s success, which yielded hundreds of millions of dollars in cost reductions, was enabled by a thoughtful and deliberate approach to each business unit, soliciting their feedback and unique constraints, and a highly data driven approach to determining an optimal solution.  Alternative locations were identified, various approaches of developing a new ‘workplace’ standard were employed and the company’s board approved major and significant changes for the organization.