ford land
Eastern Regional Symposium Washington, DC June 9, 2015
Donna M. Inch Chairman and CEO, Ford Land Ford Motor Company
COMPANY OVERVIEW • Ford Motor Company was incorporated June 16, 1903; over 100 years of history; significant family heritage and ownership • Two major automotive brands: Ford and Lincoln • Ford Motor Company went public in 1956 • Sixth largest player in global automobile industry – Revenue last year over $140 billion – Manufacture and distribute vehicles on six continents – About 187, 000 employees and 62 plants worldwide • Ford Motor Credit Company is one of the world’s largest auto financing companies, with assets of nearly $106 billion
COMPANY OVERVIEW - FORD BUSINESS UNITS
Automotive Sector Comprised Of Operations In Five Regions; Ford Credit Maintains A Global Presence
GLOBAL COMPANY OVERVIEW – PROPERTY TYPE 275 million square feet of owned and leased global properties
• 77% Manufacturing • 11% Warehouse • 10% Office/R&D • 2% Commercial
GLOBAL COMPANY OVERVIEW – PROPERTY LOCATIONS 275 million square feet of owned and leased global properties
• 150 mil. – North America • 80 mil. – Europe Union
SA Asia Pacific/MEA 17M
28M
• 28 mil. – Asia Pacific/MEA • 17 mil. – South America
European Union
80M
North America
150M
FORD LAND FOUNDING VISION – ORIGINAL FOCUS ON DEVELOPMENT
Henry Ford envisioned a community for Ford employees to live, work and play. Henry Ford II brought that vision to fruition in 1970.
ORIGINAL FORD LAND MISSION In 1970, Ford Land was founded to develop the 2,360 acres of vacant land owned by Ford in the Dearborn area
The Fairlane Community was designed to provide a vibrant environment around Ford's World Headquarters in Dearborn, Michigan in which Ford employees could live, work, and play
Today the Fairlane Community has become the community envisioned decades ago, and the role of Ford Land has expanded to support Ford’s global operations
STRATEGIC PRIORITIES • The ONE Ford plan solidified the company operates as business units and global skill teams
KEY FORD LAND GOALS IN 2010
• Globalize CRE – Consistent with ONE FORD PLAN and all Skill Teams • Set Strategy for Ford Land – How to Better Add Value to all Skill Teams • Transform CRE functions – • Reactive/tactical to Proactive/strategic • Adding value to core business in all elements • Drive Common Processes and Standards globally • Align Roles and Responsibilities globally
CURRENT STATE ASSESSMENT 2010 • Performed Detailed Analysis of all functions across all global regions Results Summary • NO Consistent Global Ford Land Organization • Specifically in new markets and emerging Business Units • Highly variable resources and skills • NO Consistent Global: • Roles and Responsibilities across all the CRE functions – not engaged with Manufacturing in North America and PD in Europe • Processes • Facility Standards • Technology platforms • CRE had not used the Corporate Strategic Priorities Process to Set Strategy and Priorities
STRATEGIC PRIORITIES - FORD LAND Our Vision
Our Mission
One Global Corporate Real Estate/Facility Management Team, recognized by customers and partners for professional excellence and delivering outstanding value.
Ford Land provides global real estate facility and asset management products and services, working with our customers and partners to deliver timely and cost effective life cycle solutions with a commitment to sustainability.
Develop Operating System
Comprehensive Energy Strategy
Develop CRM strategy
Develop Global Skill Team
Global Financial Reporting & Control
Develop People Strategies
GIM Strategy
Evaluate Ford Workplace Needs
MAJOR CHALLENGES/GAPS TO THE VISION
• No Global or Comprehensive Approach to CRE • Operating Systems, processes, standards • Organization and governance • Organizational Structure • Needed to make the case for resources in a time of extreme difficulty acquiring additional personnel • Understanding and Demonstrating the Organization’s Value to the Business • Corporation leaders generally not aware of the breadth of skills and knowledge in Ford Land and ability to help the business • Ford Land historically not a proactive organization except related to new development (original mission)
IDENTIFY HIGH PRIOTITY NEXT STEPS TO ACHIEVE THE VISION • Organizational Structure and Resources • Ford Land as Global Skill Team - Change Reporting Structure to Global Ford Land and matrix to local Skill Team regionally • Establish and Fill Leadership Positions then remaining skills • Detailed Roles and Responsibilities Assessment • Resources moved from NA Manufacturing • Align with Product Development and other Skill Teams • Establish Global Ford Land governance and operations • Develop common global operating systems, processes, and facility standards- use global subgroups of experts
• Understanding and Demonstrating the Organization’s Value Add to the Business – Metrics and KPIs • Introduced a long-term strategic planning process and tool
FORD LAND ORGANIZATIONAL STRUCTURE GLOBAL
North America
Real Estate Services
Planning & Engineering
Facility Management
Construction Services
Commercial Real Estate
Dealership Facilities
Energy & Sustainability
Global Asset Management
South America
Europe
Middle East/Africa
Asia Pacific
KEY ELEMENTS OF SUCCESS
• Establish trust • Use existing relationships or work to develop new ones • Begin with smaller goals and deliver on time, budget, quality • Spend time with customers – understand business challenges • Detailed analysis of R&Rs to prove where to best locate • Be a problem solver • Work to be solutions partner not just order-taker • Bring unique expertise to problems • Bring better processes to manage or solve problems • Have patience • To get it right, it is a long journey in most corporations • Establish a long-term plan and deliver every step • As reputation grows, change is easier and more welcome
FORD LAND REAL ESTATE JOURNEY 1970-1990 Developer + Commercial
1990-2000 Developer + Commercial + Corporate
2000-2010 Developer + Commercial + Corporate + Outsourcing
2010-Present Devel. +Comm + Corporate/Mfg. + Outsourcing + Global Operation
SECRET
MAP Solar Project Real Estate Services
Facility Management/Workplace
Planning and Engineering
Commercial Real Estate
Energy & Sustainability
Construction/Decommissioning
Dealership Facilities Design
Global Asset Management
SECRET
SUPPORTING GLOBAL FORD LAND STRATEGIES Support Manufacturing capacity/All Other Skill teams needs • Engineering and Construction Projects • Decommissioning and selling of surplus properties • Optimize building utilization Develop common operating systems and standards to drive efficiency globally Maintain and invest in facilities – life cycle approach Generate and grow revenue from commercial properties Build the Ford brand by dealership design activities Manage global tooling and equipment Evaluate workplace and effectiveness of facilities
SUMMARY & FUTURE FOCUS
Ford Land success factors include: • Understanding of business conditions and anticipation of future business needs • Global team with team members located regionally • Well-defined roles and responsibilities within all functions • Global commitment to standard operating systems and processes
We remain committed to asking: “How can Ford Land provide more value to the business?”
THANK YOU!
Donna M. Inch Chairman and CEO, Ford Land Ford Motor Company
Donna M. Inch Chairman and CEO, Ford Land Ford Motor Company
COMPANY OVERVIEW • Ford Motor Company was incorporated June 16, 1903; over 100 years of history; significant family heritage and ownership • Two major automotive brands: Ford and Lincoln • Ford Motor Company went public in 1956 • Sixth largest player in global automobile industry – Revenue last year over $140 billion – Manufacture and distribute vehicles on six continents – About 187, 000 employees and 62 plants worldwide • Ford Motor Credit Company is one of the world’s largest auto financing companies, with assets of nearly $106 billion
COMPANY OVERVIEW - FORD BUSINESS UNITS
Automotive Sector Comprised Of Operations In Five Regions; Ford Credit Maintains A Global Presence
GLOBAL COMPANY OVERVIEW – PROPERTY TYPE 275 million square feet of owned and leased global properties
• 77% Manufacturing • 11% Warehouse • 10% Office/R&D • 2% Commercial
GLOBAL COMPANY OVERVIEW – PROPERTY LOCATIONS 275 million square feet of owned and leased global properties
• 150 mil. – North America • 80 mil. – Europe Union
SA Asia Pacific/MEA 17M
28M
• 28 mil. – Asia Pacific/MEA • 17 mil. – South America
European Union
80M
North America
150M
FORD LAND FOUNDING VISION – ORIGINAL FOCUS ON DEVELOPMENT
Henry Ford envisioned a community for Ford employees to live, work and play. Henry Ford II brought that vision to fruition in 1970.
ORIGINAL FORD LAND MISSION In 1970, Ford Land was founded to develop the 2,360 acres of vacant land owned by Ford in the Dearborn area
The Fairlane Community was designed to provide a vibrant environment around Ford's World Headquarters in Dearborn, Michigan in which Ford employees could live, work, and play
Today the Fairlane Community has become the community envisioned decades ago, and the role of Ford Land has expanded to support Ford’s global operations
STRATEGIC PRIORITIES • The ONE Ford plan solidified the company operates as business units and global skill teams
KEY FORD LAND GOALS IN 2010
• Globalize CRE – Consistent with ONE FORD PLAN and all Skill Teams • Set Strategy for Ford Land – How to Better Add Value to all Skill Teams • Transform CRE functions – • Reactive/tactical to Proactive/strategic • Adding value to core business in all elements • Drive Common Processes and Standards globally • Align Roles and Responsibilities globally
CURRENT STATE ASSESSMENT 2010 • Performed Detailed Analysis of all functions across all global regions Results Summary • NO Consistent Global Ford Land Organization • Specifically in new markets and emerging Business Units • Highly variable resources and skills • NO Consistent Global: • Roles and Responsibilities across all the CRE functions – not engaged with Manufacturing in North America and PD in Europe • Processes • Facility Standards • Technology platforms • CRE had not used the Corporate Strategic Priorities Process to Set Strategy and Priorities
STRATEGIC PRIORITIES - FORD LAND Our Vision
Our Mission
One Global Corporate Real Estate/Facility Management Team, recognized by customers and partners for professional excellence and delivering outstanding value.
Ford Land provides global real estate facility and asset management products and services, working with our customers and partners to deliver timely and cost effective life cycle solutions with a commitment to sustainability.
Develop Operating System
Comprehensive Energy Strategy
Develop CRM strategy
Develop Global Skill Team
Global Financial Reporting & Control
Develop People Strategies
GIM Strategy
Evaluate Ford Workplace Needs
MAJOR CHALLENGES/GAPS TO THE VISION
• No Global or Comprehensive Approach to CRE • Operating Systems, processes, standards • Organization and governance • Organizational Structure • Needed to make the case for resources in a time of extreme difficulty acquiring additional personnel • Understanding and Demonstrating the Organization’s Value to the Business • Corporation leaders generally not aware of the breadth of skills and knowledge in Ford Land and ability to help the business • Ford Land historically not a proactive organization except related to new development (original mission)
IDENTIFY HIGH PRIOTITY NEXT STEPS TO ACHIEVE THE VISION • Organizational Structure and Resources • Ford Land as Global Skill Team - Change Reporting Structure to Global Ford Land and matrix to local Skill Team regionally • Establish and Fill Leadership Positions then remaining skills • Detailed Roles and Responsibilities Assessment • Resources moved from NA Manufacturing • Align with Product Development and other Skill Teams • Establish Global Ford Land governance and operations • Develop common global operating systems, processes, and facility standards- use global subgroups of experts
• Understanding and Demonstrating the Organization’s Value Add to the Business – Metrics and KPIs • Introduced a long-term strategic planning process and tool
FORD LAND ORGANIZATIONAL STRUCTURE GLOBAL
North America
Real Estate Services
Planning & Engineering
Facility Management
Construction Services
Commercial Real Estate
Dealership Facilities
Energy & Sustainability
Global Asset Management
South America
Europe
Middle East/Africa
Asia Pacific
KEY ELEMENTS OF SUCCESS
• Establish trust • Use existing relationships or work to develop new ones • Begin with smaller goals and deliver on time, budget, quality • Spend time with customers – understand business challenges • Detailed analysis of R&Rs to prove where to best locate • Be a problem solver • Work to be solutions partner not just order-taker • Bring unique expertise to problems • Bring better processes to manage or solve problems • Have patience • To get it right, it is a long journey in most corporations • Establish a long-term plan and deliver every step • As reputation grows, change is easier and more welcome
FORD LAND REAL ESTATE JOURNEY 1970-1990 Developer + Commercial
1990-2000 Developer + Commercial + Corporate
2000-2010 Developer + Commercial + Corporate + Outsourcing
2010-Present Devel. +Comm + Corporate/Mfg. + Outsourcing + Global Operation
SECRET
MAP Solar Project Real Estate Services
Facility Management/Workplace
Planning and Engineering
Commercial Real Estate
Energy & Sustainability
Construction/Decommissioning
Dealership Facilities Design
Global Asset Management
SECRET
SUPPORTING GLOBAL FORD LAND STRATEGIES Support Manufacturing capacity/All Other Skill teams needs • Engineering and Construction Projects • Decommissioning and selling of surplus properties • Optimize building utilization Develop common operating systems and standards to drive efficiency globally Maintain and invest in facilities – life cycle approach Generate and grow revenue from commercial properties Build the Ford brand by dealership design activities Manage global tooling and equipment Evaluate workplace and effectiveness of facilities
SUMMARY & FUTURE FOCUS
Ford Land success factors include: • Understanding of business conditions and anticipation of future business needs • Global team with team members located regionally • Well-defined roles and responsibilities within all functions • Global commitment to standard operating systems and processes
We remain committed to asking: “How can Ford Land provide more value to the business?”
THANK YOU!
Donna M. Inch Chairman and CEO, Ford Land Ford Motor Company
