Commercial Real Estate
Efficiency Improvement & Organizational Restructuring of Administrative Functions
Situation and Challenge
The business office of a commercial real estate company was lacking work prioritization, accountability and good communication with office leadership.
The company represented tenants in commercial real estate transactions and invested in other non-real estate related entities. Although it was a small office, there was a lot of activity as the office staff supported multiple people across several entities.
Management wanted a better understanding of the current workload as well as a staffing plan with defined roles and responsibilities. They hoped such changes would provide workload balancing, improved efficiency and increased accountability.
We developed a functional map of the organization and quantified the time individuals spent on various activities. We found a loose reporting structure; staff answered to multiple managers with competing priorities. Additionally, similar functions were spread across the organization, lacking prioritization and oversight. Roles and responsibilities were ill-defined resulting in a lack of accountability.
We developed a staffing plan which defined the reporting structure, clarified roles and responsibilities, and provided work-load balancing. We consolidated similar functions to improve efficiency, accountability and work prioritization.
The staffing model was successfully implemented. Administrative functions were consolidated and reporting lines delineated resulting in more effective and streamlined office management, improved accountability and enhanced work prioritization.