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Managing global property portfolios, transactions and teams : A primer for corporate real estate executives — Part 3: Assembling and managing in-market teams
Corporate Real Estate Journal,
10
(3),
256-270
(2021)
Abstract
Part 3 in this series of papers begins with a self-assessment exercise in which the reader is invited to recognise how his or her planned on-site or remote involvement (and level of authority) can dramatically affect the selection, organisation and management of the team working on an in-market project. There is then consideration of scheduling and team management, as well as effective collaborations with chosen multinational and in-market legal and professional advisers.
Keywords: corporate real estate (CRE); planning projects abroad operational challenges; domestic project; local customs; cultural styles; clearly expressed business objectives
The full article is available to subscribers to the journal.
Author's Biography
James Hagy is Distinguished Lecturer in Residence at Loyola University Chicago School of Law. He has also lectured at other professional schools across the US and at Peking University School of Transnational Law. He founded and directs the Rooftops Project, which offers conferences, workshops, research and resources about the role of real estate in the missions and the operational and financial performance of not-for-profit (charitable) organisations of all sizes and mission types. Prior to his life in teaching and community service, he practised for almost 30 years with one of the largest global law firms, where he co-led its real estate practice worldwide.
