PurposeThe goal of this paper is to present a roadmap for real estate operating companies (REOCs) to transform themselves into tech-centric enterprises.Design/methodology/approachThis qualitative approach is based on the impact of technology on physical real estate assets and organisational structures as reviewed in industry and academic literature, professional experience and current property technology (PropTech) applications.FindingsNew technologies are rapidly changing how investors, tenants and managers use, invest and finance property. The revolutionary change for the industry will be in its organisational and industry structure, away from the traditional hierarchical-mechanistic form to a virtual open-agile-innovative organisational form.Research limitations/implicationsResearch limitations come from the lack of real estate companies utilising the hybrid flipped form of organisational structures.Practical implicationsDue to the current state of the economy, effects of the pandemic and rapid adoption of new technologies, real estate companies are likely to radically change the way they are organised, how they add value, innovate and their leadership/management style.Social implicationsThe revolution in real estate technologisation will not come from the application of these technologies but the rapid change in ideological thought and management leadership style and culture.Originality/valueThe introduction of artificial intelligence/machine learning (AI/ML), blockchain, virtual reality, tablets, cell phones, applications, 5G, etc. is putting pressure on real estate organisations to change. These changes are long overdue and the future, modern real estate company will take a hybrid PropTech form – a company focussed on delivering high-quality products and services to its clients in real time.

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The article presents the theoretical positions and the methodological approach for planning the costs of a trading enterprise, taking into account changes in the objective parameters of the external environment and the ambiguity of the reaction of the regional and local authorities. It is proposed to carry out variation calculations based on performance indicators of the enterprise in accordance with its internal documents and the forecast of the economic conjecture in the region and / or municipality in accordance with the documents of the strategic planning of the administrative-territorial unit. For forecasting purposes it is needed to perform variation calculations of sales revenue and the volume of investments in fixed assets. It is recommended to include elements of fixed costs without capital investments, with a possibility to change in the utilization rate of production capacity, in the costs of the current period that are not dependent on the changes of the production volume. In the structure of costs, which are associated with changes in demand, and mixed costs of the enterprise, the rate of changes of which is lower than the rate of changes in the volume of production (sales) of goods, capital investments should be taken into account separately. This makes calculations more complicated, but will allow more accurate forecast and cost planning.

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