In real estate asset management, ensuring your technology keeps pace with your strategic vision is crucial. But what happens when your IT infrastructure is inherited and not fit for purpose?
This was the challenge facing a real estate specialist separating from a large Dutch pension fund. After the split, they continued using legacy systems from their former affiliate, creating a misalignment between their focused real estate strategy and outdated technology.
To address this, Remit Consulting in the Netherlands worked closely with its C-level executives. The goal was to define an IT strategy aligned with their current and future real estate objectives, one that would also be resilient and forward-looking. This process often triggers a familiar dilemma: which comes first - the business strategy or the IT strategy?
Most companies begin with a business strategy and may have already made decisions about processes, data, and outsourcing. However, these decisions are often tested when it’s time to design the IT needed to support them effectively.
Clarifying the foundation: Process and data
Our strategic workshops dig beneath the surface. We critically assess whether existing processes support the new strategy and identify where efficiencies can be gained. A key question is whether these processes are mature and defined enough to be automated through modern IT systems.
More often than not, this reveals a deeper issue: the processes themselves require re-evaluation. Companies may lack clarity on which data is essential, what belongs in the data lake, what supports effective reporting, and what enables other departments. This isn’t a setback, it’s an opportunity. The IT strategy discussion becomes a catalyst, prompting clarity on operational models and data needs, and laying the groundwork for an IT landscape that truly supports the business.
IT and operational models: An interconnected challenge
A robust IT strategy depends on a clear understanding of the current business model. This involves questions such as:
What functions will be outsourced, and to whom?
How will the IT landscape influence outsourcing decisions?
How do partners’ IT systems impact internal workflows?
What data is needed to improve efficiency and remain resilient?
How can all departments access a single, reliable source of data truth?
These aren’t just technical issues; they are core business decisions with strategic impact.
Real-world lessons from misalignment
This “chicken or egg” challenge isn’t limited to carve-outs. We see it in many contexts:
One asset manager’s tenant-focused strategy was held back by rigid, legacy IT systems.
Another firm found its decade-old systems couldn’t keep pace with an evolved strategy, creating operational bottlenecks.
In both cases, reviewing IT needs led to broader insights about the business model and even the strategy itself. Reassessing IT can spark valuable refinements across the entire organisation.
The way forward: Integrated thinking
Our experience shows IT decisions can’t be made in isolation. An effective IT strategy requires alignment with the business and operational model. Departments must work together, from strategic planning to implementation, for real success.
So, which comes first: the chicken or the egg? While strategy often leads, both real estate and IT strategies must evolve in tandem. Each informs and challenges the other. The key lies not in choosing one over the other, but in fostering integrated thinking and encouraging cross-functional collaboration.
Remit Consulting offers the expertise to guide this conversation, ensuring your IT infrastructure becomes a strategic enabler, not a constraint. We help align your vision with the operational and technological foundations needed for long-term, sustainable growth.