YRE strategy is to invest in residential property in sectors where we have expertise and operational skills which gives competitive advantage. In these sectors we will apply our risk management skills and we will actively re-cycle capital with a view to delivering total returns in excess of our cost of equity.
Strategy & Business Mode
Our key strategy to achieving the vision will be “growth”. Growth will be our mindset, our architecture, in this era of virtually unlimited opportunities. No business sector is too mature for growth. No market is a hundred percent penetrated so as to deter entry by new, more competitive players. We will be wired not merely for growth, but with profitability and capital efficiency. We do not regard growth as a straight line shooting up, uninterrupted. The journey to the top is not for the faint-hearted. YRE will need leaders and people with the courage and stamina to ride the rough with the smooth.
Execution
No company can deliver on its commitments or adapt well to change unless we practice the discipline the execution at all levels. Execution has to be part of a company’s strategy and its goals. It reflects the difference between aspirations and results. Execution is a systematic process of rigorously asking “how” and “what”, following tenaciously and ensuring accountability. It is ruthlessly pursing the operating processes of achieving our goals. Execution requires a comprehensive understanding of a business, its people and its environment. An organization does not execute unless the right people, individually and collectively, focus on the right details at the right time. Realism is the heart of execution. Getting things done through others is a fundamental step in execution.
Processes
Processes are where the things that matter about execution need to be decided. Processes are tightly linked with one another and not compartmentalized among the staff. Processes ensure synchronization means that all the moving parts of the organization have common assumptions about the external environment over the operating year. With this common understanding, the left hand knows what the tight hand is doing. When conditions change, synchronization realigns the multiple priorities and reallocates resources. Management these days is too often seen as controlling systems and processes. However, management will increasingly become the facilitator, accelerator and evaluator of the evolution of the organization and its people.
Global Benchmarking
To achieve global benchmarking, we must deliver credible financial forecasts and implement a rigorous and continuous monitoring framework. The assumptions underlying our long-term plan are subject to debate, but not our financial forecasts. Assumptions should reflect real economics and the performance of each business unit relative to its competitors. Our focus should be on cash flow and profitability, not sales. It is imperative that YRE become the most profitable company, not merely the largest generator of sales
