Global Corporate Survey: Real Estate Technology Budgets, Priorities And Preferences For 2026

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Real Estate Leaders
Henry Yared
Henry Yared
Claire Stephens
Claire Stephens
29 Dec, 2025

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Executive Summary

Real estate strategies heading into 2026 are being shaped by a convergence of energy pressure, digital complexity and rising expectations around control and accountability. Verdantix surveyed 300 senior leaders responsible for large, often global, real estate portfolios to examine how priorities, technology investments and operating models are evolving. The results point to a clear recalibration: energy management has become the primary lever for operational performance, while system integration and data governance are now treated as foundational requirements rather than optional enhancements. Organizations are also adjusting how they execute digital estates, investing heavily in workforce upskilling while increasingly relying on specialist partners to deliver and govern complex platforms. This report allows real estate and facilities leaders to benchmark their direction against their peers and provides technology and service providers with a clear view of where demand, capability gaps and investment momentum are converging.
Summary for decision-makers
The ninth Verdantix real estate and built environment survey
Survey captures the perspectives of 300 executives shaping major portfolios worldwide
Energy management is the defining strategic and operational priority for real estate leaders
Firms are amplifying investment in efficiency, control and resilience across building portfolios
Beyond energy, organizations are reframing real estate priorities around operational performance, footprint optimization and digital enablement
Investment patterns reveal accelerating spend on systems that support compliance, control and automation
Unified digital building platforms are becoming the backbone of governed, high-quality real estate data
Integrated platforms are now the default architecture for managing complex estates
Data governance shifts from an IT concern to a core real estate management responsibility
Execution models evolve as digital estates stretch internal capability models
Figure 1. Respondents come from facilities management and real estate
Figure 2. Respondents come from 13 industries
Figure 3. Respondents are located in six broad regions, with a large portion in Europe and North America
Figure 4. Adoption of third-party software across real estate and facilities processes
Figure 5. Priority levels assigned to key energy management objectives
Figure 6. Resilience and adaptation measures implemented across building portfolios
Figure 7. Planned changes to real estate and facilities initiatives over the next 12 months
Figure 8. Real estate management objectives shaping priorities over the next three years
Figure 9. Expected shifts in software investment across real estate and facilities functions
Figure 10. Key factors pushing organizations towards integrated building and IT systems
Figure 11. AI-driven shifts in real estate and facilities management strategies
Figure 12. The outcomes organizations value most from outsourcing facilities management services         

About the Authors

Henry Yared

Henry Yared

Analyst

Henry is an Analyst at Verdantix, specializing in digital platforms for energy management and building performance optimization. His research focuses on improving operational ...

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Claire Stephens

Claire Stephens

Research Director

Claire Stephens is a Research Director at Verdantix, leading research into technologies and services shaping the real estate and the built environment, encompassing ...

View Profile

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