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      The strategy experts at KPMG Real Estate support property and non-property companies in mastering complex strategic challenges and successfully organising comprehensive transformation projects. Various company situations can be the starting point for transformations:

      • Strategy development and agile transformation to realise growth potential and increase the resilience of the organisation
      • Shareholder- or investor-driven strategic realignment of the company and exploration and development of new business areas
      • Performance transformation in the face of increasing efficiency and cost pressure
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      Topics, trends and technologies for the digital property industry
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      Real Estate: Optimise front & middle office

      Wie lässt sich die Performance steigern und die Resilienz erhöhen?
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      Zwei Menschen unterhalten sich im Gang

      Implementation-oriented strategy and transformation consulting for the property industry

      • Strategy

        Development of corporate and property strategies

      • Business models

        Development of new business models from the idea to go-to-market

      • Transformation

        Support for company transformations along the target operating model

      • PMO & Change Management

        Control of complex transformations on the side of the transformation line

      Real estate management transformation from a single source - end-to-end

      The Strategy & Transformation team at KPMG Real Estate is also the link for clients to 400 other experts in property management at KPMG.

      In addition to strategy and transformation consulting, experts in the areas of digitalisation, ESG, restructuring, tax, mergers & acquisitions and corporate real estate management (CREM) can also be involved.

      KPMG thus offers an end-to-end solution for complex transformation projects.

      The term "value" has an individual meaning in the corporate context: it can refer to reputation, profitability, returns, customer satisfaction, social responsibility and stability, among other things. In addition, the respective company situation also determines the understanding of "value", which takes on a different meaning in the case of growth projects, efficiency increases, transformations or M&A transactions.

      Against the background of ambitious financial targets, KPMG's "9 Levers of Value" framework combines the elements of a sustainable business model with the requirements of the operating model. This approach thus forms the basis for CEOs and decision-makers to develop realisable strategies. It makes no difference whether this approach is applied at the level of the company as a whole or at the level of an individual business unit. It also makes no difference whether the framework is applied in an international or national, private or public context.

      We have adapted and further developed the framework developed by the KPMG Global Strategy Group from the perspective of the property industry:

      The target operating model is the central element of our realisation-oriented approach. In the strategy process, we not only consider the (further) development of existing business models, but also the associated functional business transformation and the impact on the operating model.

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      Gunther Liermann
      Gunther Liermann

      Partner, Advisory

      KPMG AG Wirtschaftsprüfungsgesellschaft