Wednesday, 25 November 2020 00:00

Emerging Trends in Real Estate®: Europe 2021

Emerging Trends

The low interest rate environment supports asset values and fuels demand, although the research and interviews conducted in July and August 2020 revealed a sense of suspended animation with two key drivers.

The first is the COVID-19 pandemic itself, which has put economies on pause. Analysts are understandably cautious about when normality might resume and how it might look when it does. Accelerated trends, changes in demand and newly desired outcomes means the landscape could be harder than ever to navigate. The survey shows a marked decline in business confidence for 2021, with almost half of all respondents expecting a fall in profits.

The second is the government response. Governments across the world have introduced mitigation measures, such as tax and insolvency deferrals, to stave off the worst effects of the pandemic and in some cases even instigating deferrals or moratoriums on rent collection. And, in the United Kingdom (UK), whilst the government has committed to “build, build, build”, details of the programme are yet to be published.



The trade-off between cost reduction and increased effectiveness of the finance function is a false choice. Leading finance departments are guardians of enterprise value creation, demonstrating stewardship of their own spend by lowering absolute costs and shifting work towards more value-added activities.

We have analyzed the finance functions of hundreds of companies to understand how cost and effectiveness have evolved over the past ten years. After controlling for differences in sector, scale, and geographic footprint, several findings emerged:

  • Finance organizations have, on average, decreased their cost by 29 percent.
  • The most efficient cohort of finance departments (“finance leaders”) achieved similar cost improvement to the level shown by average performers—an impressive feat given that the finance leaders started from a lower cost base.
  • Finance leaders spent 19 percent more time on value-added (versus transaction-processing) activities than a typical finance department did.

What can companies do differently to join the finance leaders? The research points toward four imperatives. The first is to cast a wider net for new efficiency opportunities, reaching beyond the transactional activities that have long been the primary focus of attention. Second, boost finance’s role in managing data, whether consolidating, simplifying, or controlling the flood of information flowing across the organization. Third, strengthen decision-making through widespread adoption of data-visualization, advanced-analytics, and debiasing techniques. Finally, reimagine the finance operating model so that it fosters new skills and capabilities.

These steps are already enabling companies to join the finance-function elite—while cutting audit costs by double-digit percentages, improving data quality (and reducing wasteful data-cleaning efforts), upskilling finance teams, and enabling the function to guide better decisions throughout the enterprise.