WORKPLACE
FUTURES
Coffee Break
THE CRYSTAL
February 12th, 2012
FMA Spring Golf Day – Goodwood Golf Course – 30th May 2013
To book your place see Dave Hurrell – Only a few places remain
Costs per fourball is £600 + vat, Cost per single player is £150 + vat.
Raising the Bar:
Enhancing the Strategic Role of Facilities Management
@ Workplace Futures 2013 #WF13
Tuesday 12th February
With thanks to RICS Research:
http://www.rics.org/uk/knowledge/research/research-reports/
Johnny Dunford; Global Commercial Director http://rics.org
© Copyright 2012 Occupiers Journal Limited. All rights reserved.
Paul Carder; Global Managing Director
Occupiers Journal Limited; http://occupiersjournal.com
12th February 2013
Who are we?
Johnny Dunford
Global Commercial Director,
London, UK
Paul Carder
Founder/Managing Director
Editor, Work&Place
Hong Kong / UK
RICS Research Reports
http://www.rics.org/uk/knowledge/
research/research-reports/
© Copyright 2012 Occupiers Journal Limited. All rights reserved.
RICS & OJL – a global perspective
=
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Raising the Bar (RTB) – “strategic” FM
Findings from 30+ executive
interviews and almost 400
‘end user’ survey responses
Outline the core issues of the
ongoing global study
Ask for your engagement!
Plus, to increase awareness of
RICS Research Reports
http://www.rics.org/uk/knowledge/
research/research-reports/
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An Occupier/“End User” Survey
The
Survey:
Occupiers /
end-users
only
n = 357
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Industry sectors – a good spread
The
Survey:
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Corporate HQ – globally representative
The
Survey:
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Is FM “strategic”?
On balance, is FM strategic?
vs.
How does the head of FM
allocate his/her time?
What does it mean to be “strategic”?
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Context: FM in a Spider’s Web
Critical Links with:
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the CEO/COO
SBU’s
Finance
IT
HR
CRE
Service Providers
Raising the Bar?
Where is
the bar
set now?
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Where Does FM Report?
The
Survey:
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# of employees vs. FM reporting line
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How Well-Aligned is FM with….?
The
Survey:
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Achieving Alignment
The
Survey:
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Michael Porter: “What is Strategy?”
Generating a competitive advantage
means:
1. Building a unique and valuable position
in the marketplace;
2. Choosing what not to do; and
3. Creating “fit” among a company’s
activities
* Michael Porter, “What is Strategy?” Harvard Business Review, Nov-Dec 1996.
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“Strategic” FM: some hypotheses
Alignment with other functions is high
Facilities design and strategy makes a meaningful
difference to the business
brand image
leveraging people (productivity)
attracting and retaining talent
saving money
enhancing sustainability
The Head of FM spends 50%+ of his/her time on
business strategy and planning
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Cause & Effect (e.g. service-value chain)
internal
external
Operating strategy and
service delivery system
Service
concept
Business
results
Loyalty
Satisfaction
Employees
Productivity
& output
quality
Customers
Service
value
Satisfaction
Quality and
productivity
improvements
yield higher
service quality
and lower
cost
•Attractive
value
•Service
designed &
delivered to
meet customer
needs
Loyalty
Profitability
Capability
Service
quality
•Workplace design
•Job design / decision-making latitude
•Selection and development
•Rewards and recognition
•Information and communication
•Adequate ‘tools’ to servce customers
Revenue
growth
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•Lifetime value
•Retention
•Repeat
business
•Referral
Recommendations
Think Strategically
Act Strategically
Rebuild the FM organization
–and its role in the business
Outsource as much as possible (maybe?)
Study ‘cause & effect’ (e.g., service-value)
Teach the business how to ask for FM
support
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The research question, now (RTB II)
What do facilities leaders have to
do differently to make FM a more
valued strategic resource?
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Progress / Next Steps
2012:
• Early highlights presented at CoreNet Global London Summit
• Panel discussion at IFMA World Workplace, San Antonio (2nd Nov.)
• RICS Research launch of ‘RTB’ report (2nd Nov.)
2013:
• Hold additional research workshops
–
–
–
–
–
–
–
–
N. America
S. America
Europe
Middle East
India
Africa
Asia
Australia
(San Francisco, NYC , Toronto)
(Sao Paulo)
(Brussels, Frankfurt, Amsterdam, Zurich, Madrid, London)
(Dubai, Abu Dhabi )
(New Delhi) - possible Mumbai & Bangalore
(Johannesburg) – possible Cape Town
(Hong Kong, Singapore, Beijing, Shanghai) – possible Tokyo
(Sydney , Melbourne)
• Pt.2 report (June)
© Copyright 2012 Occupiers Journal Limited. All rights reserved.
For Further Information
James P. Ware, PhD
Paul Carder
Johnny Dunford
Global Research Director
Occupiers Journal Limited
Berkeley, California
jim.ware@occupiersjournal.com
Founder / Managing Director
Occupiers Journal Limited
Cambridge, UK
paul.carder@occupiersjournal.com
Global Commercial Director
RICS
London, UK
jdunford@rics.org
RICS research:
www.rics.org/research
Website:
http://www.occupiersjournal.com
Blog:
http://www.occupiersjournal.com/blog
Twitter:
http://www.twitter.com/occupiers
http://www.twitter.com/jpwoccupiers
http://www.twitter.com/paulcarder
Linkedin:
search Groups for Occupiers Journal or ‘OJ’
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