{"id":1004036464,"date":"2012-02-10T11:36:22","date_gmt":"2012-02-10T19:36:22","guid":{"rendered":"https:\/\/www.commercialsearch.com\/news\/?p=1004036464"},"modified":"2022-12-05T08:00:04","modified_gmt":"2022-12-05T16:00:04","slug":"visionary-the-new-technology","status":"publish","type":"post","link":"https:\/\/www.commercialsearch.com\/news\/visionary-the-new-technology\/","title":{"rendered":"Visionary: The New Technology"},"content":{"rendered":"

By Suzann Silverman<\/strong>
\n\"\"<\/a><\/p>\n

Liberty Property Trust chief information officer Steve Messaros spoke with CPE<\/em> editorial director Suzann D. Silverman about the integrated, corporate-level approach the REIT has taken to its business strategies, and in particular how technology and real estate work together. The office and industrial property company introduced a scenario-planning strategy in 2007 in which it began considering and planning for possible futures, a process it revisited last year.<\/p>\n

Q.<\/strong> What initiatives have come out of your review of your scenario-planning strategy? <\/em><\/p>\n

A. <\/strong>We\u2019ve got six major corporate-wide initiatives: We call them key success factors. These are competencies needing continuing investment to maintain competitive advantage in the series of possible futures that are out there, and pretty much all of them require attention from IT. The first is sustainability and sustaining\u2014basically, improving the efficiency of our portfolio. … (It) spawned one of the first major projects where the IT department at Liberty got involved on the real estate side, developing a building wide area network (BWAN). …<\/p>\n

Another is our ability to communicate in the organization\u2014how we communicate and collaborate is a key factor for how we succeed, and IT plays a tremendous role in facilitating this. The third that requires IT investment and support is asset management: constantly improving our ability to manage our assets to produce the highest-possible returns in the long term. Along the same lines, operational efficiency is a key success factor for us; it is imperative that we operate efficiently as we grow, and IT plays a large role in this. Talent management\u2014making sure we have the human capital we need\u2014is another success factor. And finally, since the entire reason for our organization\u2019s existence is to provide valuable real estate solutions\u2014what we call extraordinary work environments\u2014to corporate America, we need to be constantly in consultation with, learning from and educating a large number of tenant customers. This requires internal and external communication strategies and technological tools from us.<\/p>\n

We truly have a crucial role to play in virtually every aspect of our company\u2019s operations. This makes having an R&D function particularly important, and I think it could be a future key success factor. We are just starting to dip our toe in the R&D water, but I think that could be one that\u2019s really important to get right very quickly.<\/p>\n

Q. <\/strong>Are you striving, with what you\u2019re putting in place, to make them more flexible so you can shift them as technology evolves further?<\/em><\/p>\n

A.<\/strong> There\u2019s a shift to try to push some of the control out to our customers. We\u2019re beginning to see that in the BWAN phase II. I mean, you could look at a future scenario where real estate companies will still be leasing to companies and organizations, but we might also be getting into leasing by the seat. Trying to understand what that means and what level of control will be necessary to really succeed in that market would be an interesting thing. Now, that\u2019s not something that\u2019s going to happen overnight or even in the next few years, but that\u2019s one of the things, at least in the back
\nof my mind, that we need to be prepared for.<\/p>\n

Q.<\/strong> R&D relative to anything specific or at a broader level?<\/em><\/p>\n

A. <\/strong>It\u2019s both broad and specific. Significant technologies are all coming into vogue and down to the Main Street level very quickly\u2014the combination of unified communications, 4G and cloud is incredibly significant and potentially will have a huge impact on the way we work … how (office buildings) will be built out, and what will succeed and not succeed in the future. So for me it\u2019s much more about the technology. I mean, there\u2019s always the market and the demographics, and there will always be a need, but is there something significantly going to change in the office area that we need to be aware of? I think there is, and the more armed we are with knowledge, the better off we\u2019ll be and the better the decisions we\u2019ll make today (for our) real estate.<\/p>\n

Q. <\/strong>Are you striving, with what you\u2019re putting in place, to make them more flexible so you can shift them as technology evolves further? Liberty Property Trust is considered one of the leaders in the sustainability movement among real estate investors and owners, and you mentioned it as one of your initiatives. What are you doing in regards to sustainability?<\/em><\/p>\n

A.<\/strong> I think the BWAN project was a great example, where up \u2019til then our sustainability initiative was really limited to building LEED buildings\u2014not an insubstantial investment, but it was really on the periphery. When you own a few billion dollars\u2019 worth of real estate and you\u2019re developing a few hundred million dollars\u2019 worth every year, to really move the needle from a sustainability perspective on an enterprise basis, you have to look at how you improve your existing assets. It is a very, very tough process to go through each one of the buildings trying to understand (whether it) is an efficient building (or) an inefficient building (using) objective measurements. That\u2019s where the BWAN\u2014at least, the first phase of it\u2014allowed us to run through the primary inventory of buildings … to make a determination of whether or not it\u2019s an efficient building\u2014 should we invest further in that building or is that building so inefficient that it should be directed more to dispositions? …<\/p>\n

From an efficiency perspective, we\u2019re making sure that we\u2019re not wasting tenants\u2019 dollars: that the buildings, when they shouldn\u2019t be running, are shut down. … That\u2019s a big deal, and there are a lot of folks out there that still don\u2019t do that. You can\u2019t do it from your invoices and looking at your kilowatt usage based on an invoice that you might get from a utility company. You really need to look at your energy profile and understand what it means. … It\u2019s certainly not a science; it\u2019s much more of an art than I thought when I first went into this process. …<\/p>\n

Phase II is a 10-building project where we\u2019re testing and trying to understand what brings the best value. … Is it motion sensor lighting? Is it HVAC controls? … Is it daylight harvesting? Is it simply monitoring the energy profile for a building? Submetering the space for each individual tenant? What is it that drives and provides the best business case for investment? Because we\u2019re trying to take that 10-building project and extrapolate those results across the rest of the portfolio, and we really need to understand … what gives us the quickest turnaround, what\u2019s the best return on our investment.<\/p>\n

Q.<\/strong> You said it\u2019s more art than science. Do you see it ever becoming more of a science? <\/em><\/p>\n

A.<\/strong> I think there are some technologies out there still in the formative stage, where you could begin to look at \u2026 just how many people come into the building, when do they come into the building, where do they go, how does the traffic move throughout a building\u2014trying to understand how all of that fits into HVAC and lighting. Obviously, you can have lighting and you can have motion sensors, and that\u2019s relatively simple, but the motion for one person versus 10 people versus 100 people. That\u2019ll begin to scratch the surface of the kind of information that we\u2019re going to need if we\u2019re really going to have smart buildings.<\/p>\n

Q. <\/strong>What types of capabilities do you now include on your IT team and how has that changed?<\/em><\/p>\n

A.<\/strong> IT has always been a great resource to translate things. Typically, it\u2019s trying to translate technology into business applications … and explain it to a seasoned business individual. The same thing holds true in building initiatives, where you\u2019ve got people that are very comfortable talking about building automation systems and LON and BACnet, but that\u2019s not a typical lexicon for an IT or technology individual.<\/p>\n

We ended up going out to our property management group (in 2006) and pulling in a director of portfolio technology (Fred Dougherty) that was very, very well versed in building technologies but still had a lot to learn about IT. We embedded him in the IT group, so he was able to both teach us more about building technologies and learn some of the principles that we apply in IT and marry those two. And now, he\u2019s a great bridge for discussions with the field when it comes to the individual property managers and being able to talk the property management talk while at the same time translating the technology piece.<\/p>\n

Q. <\/strong>Do you see more real estate companies bringing in executives from outside IT to run the department? <\/em><\/p>\n

A.<\/strong> I think you\u2019re seeing a lot more heads of IT that don\u2019t necessarily have a technology background, that come from the business. \u2026 My background is accounting, finance, and it\u2019s not technology. Back in 2003, when I was put in charge of the IT function at Liberty, there were very, very few people that weren\u2019t very technology oriented. Very, very bright people, but they didn\u2019t necessarily know a whole lot about real estate; they knew a lot about technology. I think that pendulum is swinging to real estate first, technology second.<\/p>\n

Q. <\/strong>CoreNet Global for a while has been pursuing a concept of integration in corporations of the real estate, IT and HR departments. How do you see those efforts being applied among real estate companies? <\/em><\/p>\n

A.<\/strong> Tying together real estate and IT has been happening at Liberty for quite some time, but the combination of HR into that mix is something of relative recent development here. (About three years ago) we had a new (head of HR) brought in, a woman by the name of Caren Hosansky, who has really pushed the agenda of change management and how important that is to the ultimate success of a project. And managing expectations of all the different stakeholder groups and trying to understand what the motivations are behind each one of those stakeholders, because generally they\u2019re all different.<\/p>\n","protected":false},"excerpt":{"rendered":"

Liberty Property Trust chief information officer Steve Messaros spoke with CPE about the integrated, corporate-level approach the REIT has taken to its business strategies, and in particular how technology and real estate work together. 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