Change Driver

CREM does not change because individual megatrends are generally considered relevant. The need for change only arises when external or internal developments concretely affect the core business and thereby trigger new requirements for locations, space, infrastructure, costs, data, governance or operator responsibility. A robust strategy must make this causal relationship transparent. Otherwise, the environmental analysis remains a collection of plausible trends from which no substantiated priorities can be derived.

The Change Driver therefore examines not only what is changing in the environment, but how these changes affect CREM via the business model. Energy and climate issues, for example, become relevant when they change location quality, operating costs, decarbonization needs or investment decisions.

Digitalization and AI create pressure on CREM when management is no longer possible without reliable data or when the technical requirements for space and infrastructure shift. Supply chains, geopolitical risks, new forms of work or reorganizations only become drivers when they have concrete consequences for the portfolio, space requirements, responsibilities or management capability.

On this basis, the Change Driver distinguishes between objective pressure for change and the later decision on the response. It makes visible which requirements must be met regardless of the future target picture and which levers depend on a strategic directional decision.

This does not create a supposedly inevitable transformation agenda, but rather a comprehensible basis for decision-making for management: Which forces are actually at work, which CREM-relevant consequences result from them, and where is there a justified need for action?