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DAILY REPORTS
Tuesday, 6 May
8:30 – 9:30 a.m.
CoreNet Global Business Meeting
In David Harris' last official speech as CoreNet Global Chair, he talked about the three main initiatives of his term: Creating a more customer centric organization, growing our membership, and developing the next generation learning platform.
"I believe we've made significant progress, but there is still much work to do," he said.
In the area of membership growth, he reported that the total number of CoreNet Global members increased by in Fiscal Year 08 to a total of 7,028. the organization experienced the largest net increase in membership since the formation of CoreNet Global. In fact, membership increased in every global region in Fiscal Year 08.
"CoreNet Global offers real estate professionals globally access to the best research, the most recent trend information, the most compelling benchmarking data and access to the best minds in the industry," Harris said. "We will continue to work to get our message and product out to our global audience."
He reported record attendance and capacity in the Executive Development Program this year. To address the challenge of scaling the program, CoreNet Global is developing an e-learning offering as an alternative or/and supplement to the classroom education as well as strategic partnerships with universities. What's most impressive about this program, is that everyone involved is a volunteer with a full-time day job, which shows commitment to this organization, and the willingness for members to give back to help peers.
CoreNet Global is augmenting existing programs through partnerships with other organizations, leading universities and improved technology.
Outgoing Treasurer, Ron Zappile and incoming Treasurer, Steve Stoner reported on the financial status of the organization. They shows the organization's revenue has grown over five years by 57 percent, but kept expenses in check by growing more slowly.
In terms of investment, the organization is building reserves and is in a more sound financial position than it was two years ago.
New Slate of Directors
The CoreNet Global Board of Directors is globally and professionally diverse with members from a spectrum of the corporate real estate industry, five countries and four continents.
Being a member of the board requires a great deal of commitment to the industry and to this organization, and we are very grateful they volunteer their time and expertise to making this an outstanding organization.
CoreNet Global CEO Prentice Knight announced the outgoing members of the board of directors this year. They are: Mark Golan, Cisco Systems; Ron Zappile, United Technologies Realty; Andy Bessette, The Travelers; Mike Napier, Shell International; and Holly Wiedman, Miami-Dade Beacon Council. Outgoing Associate Board members include: Hugh Andrew, Hong Kong Land and Mike Zamora, Cisco Systems.
 Mark Tamburro |
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The new class of CoreNet Global Officers, Directors and Associate Directors for the new Board Year that starts at the close of this Summit.
The new Officers include: Chairman: Mark Tamburro, Nokia; Chair-Elect: Barry Varcoe, Royal Bank of Scotland; Treasurer: Steve Stoner, First Industrial Realty Trust; and Immediate Past Chair: David Harris, Sun Microsystems.
Five new Directors were elected by the membership for a three-year term: Richard Paver, BP International Ltd.; Mark Schleyer, AT&T Inc.; Lee Utke, Whirlpool Corp.; Rick Bertasi, Johnson Controls; and Bruce Ficke, Cushman & Wakefield.
In addition, the Board has appointed five Associate Directors for a one-year term: Steve Hargis, MCR, HOK; Tim McGrath, Ministries, Public Works & Gov't Services, Canada; Mary Jane Olhasso, City of Ontario, California; Bruce Richards, MCR, Australia Post; Randy White, DTZ.
The new group will join the following who continue in their board leadership positions: Karen Ellzey, CB Richard Ellis; Mark Gorman, MCR, Nortel; Suzanne Heidelberger, Skadden, Arps, Slate, Meagher & Flom LLP; Renee Leach, Hewlett Packard; Trex Morris, MCR, Ernst & Young; Ed Noha, Jones Lang LaSalle; Wayne Peacock, USAA.
The Economic Development Leadership Award
The Economic Development Leadership Award recognizes innovations, strategies and leadership regardless of the size or location of the economic development group.
 CoreNet Global presented the 2008 Economic Development Leadership Award, sponsored by Biggins Lacy Shapiro, at the San Diego Global Summit. CoreNet Global CEO Dr. Prentice Knight (far left) and Jay Biggins (far right) announced the winners (left to right): Lisa Dancsock of the State of Michigan EDC, John Grabo of the University of Arizona and JoAnn Crary of Saginaw Future.
(Photo by Richard Kadzis, LEADER Magazine)
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Submissions represent communities and corporations involved in location decisions involving:
• Leadership and Innovation
• Major Deals and Projects
A panel of 4 judges reviewed the submissions and selected the winners for 2008. Thank you to: Holly Wiedman, Miami-Dade Beacon Council; Dan Boutross, Bank of America; Blain Trendler, Intel Corp.; Sanjiv Awasthi, Fidelity Investments.
Jay Biggins of Biggins Lacy Shapiro helped present the awards.
Two winners were chosen from the large group of submissions.
Congratulations to Saginaw Future Inc. and the Michigan Economic Development Corporation for Hemlock Semiconductor Investment.
Accepting the Award are JoAnn Crary, CEcD, President, Saginaw Future Inc.
And also congratulations to the University of Arizona for its Global Advantage: Leading Economic Growth Through International Alliances. Accepting the Award was John Grabo, Director- Marketing and International Programs, University of Arizona.
– Megan McCann
10:00 – 11:00 a.m.
Mega-Session
Radical Leadership
Sally Hogshead
Is there any doubt that we potentially face radical change each and every day?
Sally Hogshead, a leading authority on competitive advantage and author of Radical Careering, began her mega-session presentation by recalling a recent speaking engagement.
"On the front page of the paper that day, there was bad stock market news. The mortgage market had crashed that very day. And I was speaking to the California Association of Mortgage Bankers! On top of that, the main sponsor of the conference had declared bankruptcy. Talk about the challenge of being a motivational speaker!"
That kind of situation, she explained, is one that each of us faces every day. Something can happen to prompt us to "radically change the way we think and the way we lead."
The problem, Hogshead stated, is that "we still think the old rules apply. Those old rules have gone out the window."
In the grocery store, she pointed out, there are 41 different kids of Tide® detergent. "Not 41 different kinds of detergent; 41 different kinds of Tide! There are pet stores for dogs between eight and 12 pounds! Is it any wonder we feel overwhelmed by all this?"
Today attention spans are much shorter. We get interrupted about every 30 seconds. "Once, our attention span was about 20 minutes or roughly one minute for each year of your life. But a recent BBC study says it's now 9 seconds."
Purely by coincidence, she added, the attention span of a goldfish is also 9 seconds.
"How can you capture attention in this new world?" she asked. "We need to get smarter as leaders. Leaders need to understand we're in a world where the rules have changed."
Hogshead cited a recent survey conducted to discover what motivates workers. Eighty-nine percent chose "respect" over "a fat paycheck" (11 percent). Some 87 percent would choose a job they loved at half their current salary over "a job I hate at three times the money I make now."
Times of radical change, Hogshead urged, call for radical thinking and radical leadership.
She then contrasted old, "regular truth" vs. "radical truth":
| Regular Truth vs. Radical Truth |
| Regular Truth | Radical Truth |
| Cross your fingers and hope for the best | Luck is for wimps |
| Talent is king | Work ethic trumps |
| Aspire to be the smartest person in the room | Aspire to be the dumbest person in the room (that's when you are challenged) |
| Don't make mistakes | Mistakes are tuition |
"I am dedicated to radical ideas and passionate action," she concluded. "The most important thing you can do as a leader is to bring out the spirit of the people you work with."
– Tim Venable
10:00 – 11:00 a.m.
Mega-Session
Four Generations, One Workplace
Moderator: Len Pilon, Director, Workplace Strategy & Facilities, Herman Miller
Speaker: John Izzo, PhD
Len Pilon welcomed the standing-room-only audience to this Mega Session, which took a close look at the values shift, with four generations now in the workforce, and what this shift is bringing to the changing workplace.
John Izzo explored the subject of Values Shift as it relates to the four generations in the workplace, Traditionalists, Baby Boomers, Generation X-ers, and Generation Y-ers. Each generation is defined by value imprints during their growing-up years, which impact the way each generation looks at life, career, and leisure.
Izzo discussed six values that are changing:
- Balance Between Work and Life. We want more leisure time and want balance between work and leisure. Retirement is changing, as the new term "serial retirement" emerges - periods throughout one's career that look like retirement. The workplace must plan around the future workforce, not around the current one. People will not sacrifice their personal life for their professional life, or vice-versa.
- Growth and Development. Work has become part of people's identity. They want their work to be interesting. Exciting work is the best predictor of retention.
- Expectation of Partnership. Young people in the workplace want a world without rules. They are willing to be loyal if they like the deal. They also want involvement and a stake in a company. They want their opinion to count, they value choice, and they challenge hierarchy.
- Expectation of Community. The youngest workers in the workplace are most focused on community. They have friends at work, and want space where they can connect- a more personal work climate.
- Work Has a Noble Cause. Workers want to know the company's story, its reputation, and why they would want to work there. They want to see their work contribute to the community, the environment, and to feel that their work makes a difference in people's lives.
- Expectation of Trust. Individuals are seeking an environment where ethical and honest business practices and truth telling are the norm. They want the company culture to place emphasis on trust and respect.
With these shifts in values, one of the keys to an organization's success is to adapt.
The generations in the workplace are changing, and the workplace must also change to adapt and accommodate these value shifts. The four generations in the workplace all view work and the workplace differently, but each generation is valuable to the organization.
– Jennie Lazarus
11:30 – 12:15 p.m.
Session 19
Winning the War for Talent: Lessons from Kalamazoo
Moderator: Don Alexander, Executive Director, Wilkes County Economic Development Corporation
Speaker: Ron Kitchens, CEO, SW Michigan First
David Zimmerman, CEO, Kalexsyn Inc.
Kalamazoo, Michigan, was hit hard with the changing economy. Between 1999 - 2003, the area lost 4,000 jobs, as a 100 year legacy as established industries either left the area or died. 2003 was the final straw when the merger of Pfizer and Pharmacia was announced, and 2000 research and development jobs were lost. Kalamazoo was facing bankruptcy. Instead of folding, Kalamazoo went into action by developing a community capitalism model, "Stick Around Campaign," a program focused on retaining top talent, retaining and creating facilities, access to capital, and focus on talent development.
David Zimmerman was caught in the Pfizer / Pharmacia lay-offs. Instead of leaving, he decided to begin a new company in Kalamazoo. SW Michigan First became his safety net for jumping into the entrepreneurial role. Utilizing the "Stick Around Campaign", he and his partner were successful in starting up a new business. The result has been great. His company, Kalexsyn now employs 31 scientists, has $5 million in external revenue, has a global customer base, has industry brand recognition, and is one of several robust companies that have been helped and supported by SW Michigan First.
Ron Kitchens expanded on the Kalexzyn story by sharing other successes for the Kalamazoo area. In the Michigan Technology Center, 5 companies have been incubated, 3 companies have graduated, and over 50 jobs have been created. The Southwest Michigan Innovation Center has incubated 18 companies, graduated 6 companies, and created over 300 new jobs. All are growing companies with salaries above $60K research positions. Pfizer contributed 500,000 sq. ft. of lab facilities, which resulted in the creation of a new company, with 3300 new jobs. The Fisher Body Plant facility was redeveloped, providing space for 16 companies and 1000 new jobs. Besides new businesses in the area, SW Michigan First provided access to capital through company formation funds, venture funds and other investments. Also included in this package of revitalization was Kalamazoo Promise, a program for scholarships, internships and other incentives for students staying in the area for their college education.
Kalamazoo is a success story, and one that illustrates how a community can rally and bring new life and vitality back even when the future looks bleak. Lessons learned are: anticipate change, react quickly, be decisive, build a strong team, and focus on talent. This is good advice for any community facing change!
– Jennie Lazarus
11:30 a.m. – 12:15 p.m.
Session 22
Training a Global Real Estate Team:
Meeting the Challenge of Culture and Distance
Moderator: Rick Page MCR, Principal, GVA Williams Chicago
Speakers: Gary Miciunas MCR, Senior Managing Director, Market & Product Strategy, NELSON
Aditi Sant, Strategist, NELSON
As part of its internal learning program, NELSON has developed a cross-cultural curriculum. It bridges both the skills gap between academia and industry and the time/distance gap between global teammates working together virtually.
The successful pilot in 2006 was aimed at hiring and training teammates in India. In the process, the program was tailored to integrate local and regional influences. This cross-cultural collaboration has resulted in global best practices for the organization.
It's a key piece of corporate global expansion and is an influencing factor in the corporate real estate (CRE) War for Talent, according to panel moderator Rick Page, MCR, of GVA Williams. It's also proving to be a smart way to close the wide gap in supply vs. demand of project managers and other technical-level skills people. Part of the challenge involves training people only to have them 'pirated' away by other companies, which is why talent is being sent from the U.S. and Europe to work in India.
A case presented by NELSON illustrated the point.
There's a skills gap between academia and the CRE industry, said Gary Miciunas of NELSON. The synergy across service lines and regions is critical, he pointed out.
The firm is currently focused on a new office operation in Delhi, where it's particularly challenging to find an adequate supply of qualified CRE workers, but it wanted to introduce a global model to prepare its workforce of 550 professionals to work productively from various locatons.
So NELSON committed to launching a cross-cultural training program designed to be repeatable, and that is cross-cultural, cross-regional and cross-organizational.
NELSON recruits university students through a "highly selective" process, added Aditi Sant of NELSON. Most have studied architecture, design, project management and other fundamental CRE competencies.
Subject matter experts from the company are used as instructors. The curriculum works a lot like it would within a university. Cases studies are part of the approach, related Aditi.
Portfolio management, space management and planning, and project management and financial modeling comprise the curriculum's strategic modules
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Skills development centers on advanced software applications and using other tools effectively.
The courses are delivered on line but also take place on a face-to-face. There's also a performance review process taking a 360-degree view of how the student is progressing.
One recent assignment was a portfolio strategy for commercial real estate located in Chicago.
An important element is how people work and structure their time, and whether their style is monochromic or polychromic - traditional vs. flexible models.
Another is the documentation of program tools and processes.
Recruits are brought over from India to work on team in the U.S. as part of their training, advised Aditi.
"The extended team idea has proven worth wile in a number of ways," said Gary.
It's also helped reduce cycle time for delivery to CRE clients while it improves "the bench strength of the enterprise," he also mentioned.
Still obstacles like distance learning, time zone differences and budget restraints are some of the challenges. But it's a "breakthrough combination of classroom and onsite teaching," he concludes.
– Richard Kadzis, senior contributing editor, LEADER Magazine
2:00 – 3:30 p.m.
Session 25
Changing Cities, Changing Lives
Moderator: Chris Calhoun, Director of Facilities & Real Estate, General Dynamics Advanced Information Systems
SpeakerS: Joel Ratekin, President, Ratekin Consulting
Chris Hood, Program Manager the HP Workplace, Hewlett-Packard
Dr. James Ware, Executive Director, Work Design Collaborative
Dr. Charles Grantham, Executive Director, Work Design Collaborative
Gervais Tompkin, Principal, Gensler
Keith Perske, VP, Group5 Consulting
Following the format of a talk show setting, attendees to this session were greeted to the music of Johnny Cash's "I've Been Everywhere", accompanied by a fast-paced slide show of all of the locations mentioned in the song. Moderator, Chris Calhoun, welcomed the audience to this session, an extension of the Atlanta Summit presentation on the changing chemistry of the workplace. What will work be like 10-15 years in the future? How can we change the world? How will cities, organizations, culture change? Introducing the knowledgeable panel, this interactive, informal and lively session began.
The session began with an analogy about changing the way work can be done. From high school to university- life changes for the student from a regimented schedule to that of a university student with more flexibility and freedom. In comparison to the workplace, discussion began and various ideas and opinions were voiced as panel and participants agreed and disagreed.
Among discussion topics were:
- Network pervasiveness - we are never offline. Technologies will be distributed to know how people move through their environments, buildings will keep track of their own conditions over time, technology will respond to us and keep us connected.
- What is the value of the workplace when everyone is connected? Expectations of what work and collaboration are is changing. Do we need a building? Does company culture determine what is needed to keep connection?
- Mobile work, company culture and the distributed workplace. Of those who have a choice, 80% choose mobility. People's identity no longer comes from the company they work for, but from where they live and the people they interact with.
- The impact on cities and urban planning. Communities are changing as more people are working from home. Urban environments need to be compelling and entertaining, where people can engage with each other.
- What about the service industry workers? Will they be in the community or commuting from somewhere else?
Ideas, questions, and comments kept the session lively and interesting as the panel members responded to the audience, and in turn, invited thought and insight into the ways the world is changing, and the workplace along with it.
– Jennie Lazarus
 Marshall Goldsmith |
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4:00 – 5:15 p.m.
Closing General Session
Mike Napier, Head of Real Estate for Shell, started off the last General Session of the San Diego Summit with the announcement of the Sustainable Leadership in Design and Development award winners. Green building and sustainability have become leading issues in the real estate and workplace industry in the last several years. And to recognize innovation in this category, CoreNet Global partnered with the American Institute of Architects and the International Interior Design Association on the annual Sustainable Leadership in Design and Development award. This award celebrates those leaders dedicated to sustainable design and development, and recognizes dedication to preserving the world and all living things who share our space. Now in its sixth year, this award is the oldest in the trio of awards in the newly revised Global Awards Program.
A panel of 6 judges reviewed the submissions and selected our winners for 2008. The judges were Sanford "Sandy" Smith, Nick Axford, Ken Wilson, Gail Lindsey, Holley Henderson, and Napier. The awards were sponsored by: Johnson Controls, Tandus, and PeopleCube.
The winners for the 2008 Sustainable Leadership in Design and Development award are:
GSBS Architects
GSBS Architects won for their Escalante Science Center at the Grand Staircase – Escalante National Monument. Sustainable innovation is at the very core of the Escalante Science Center Project, certified LEED Gold, one of the first buildings to be labeled “zero carbon” and a learning tool showcasing sustainable design. Accepting the Award was David Brems, FAIA, Architect, GSBS Architects
Liberty Property Trust
Liberty Property Trust won for Liberty Property Trust Presents JohnsonDiversey. Accepting the Award was Dave Jellison, VP & City Manager, Minnesota Office, Liberty Property Trust
Perkins+Will
Perkins+Will won for their Sustainable Design Initiative. Sustainable design has become part of the DNA of the corporate culture of Perkins+Will in the successful implementation of two measurable strategies, the Sustainable Design Initiative (SDI) Strategic Plan and the Green Operations Plan, making Perkins+Will a primary industry leader of sustainable design.
Accepting the Award were Paula Vaughn, AIA, LEED AP, Senior Associate and Co-Chair, Sustainable Design Initiative, Perkins+Will, and Greg Williams, RA, Principal, Perkins+Will.
 2008 Sustainable Leadership in Design and Development award winners (left to right): Greg Williams, Perkins+Will; Paula Vaughn, Perkins+Will; Dave Jellison, Liberty Property Trust; Mitchell Sawasy, Rothenberg Sawasy Architects; Steve McCollom, Gary Lee Partners; Ray Dunn, Tandus; Roy Cloudsdale, Johnson Controls Inc.; Rick Boyink, PeopleCube; and Prentice Knight, CoreNet Global. David Brems, GSBS Architects, not shown. |
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Keynote Speaker, Marshall Goldsmith
Feedback focuses on the past, but keynote speaker Marshall Goldsmith taught us how to offer and accept feedforward, to focus on helpful suggestions  Harley winner Dick Lucas, CRE Solutions |
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for the future that improve communication and performance. He is ranked by the Wall Street Journal as one of the top-10 consultants in the field of executive education, he is the best-selling author of What Got You Here Won't Get You There, and Forbes magazine calls him the rock star of executive coaching.
Harley-Davidson Giveaway from Pennsylvania
Michael Rossman, Director of the Governor's Action Team of Pennsylvania and his partners across the Commonwealth of Pennsylvania presented the Pennsylvania Harley-Davidson. Winning the drawing was Dick Lucas, CRE Solutions.
– Megan McCann
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