Be on the lookout for Sodexo's annual report on workplace trends; it's due out this Thursday, January 24.
An online summary of the report identifying its 12 key trends for 2013 is already available online at this link:
And from there you will be able to access the full report once it's published.
I am pleased to tell you that Trend 8 was prepared by yours truly and Paul Carder, my colleague and fellow director/co-founder at Occupiers Journal Limited.
"Our" trend is based on the comprehensive global research project we completed last year for RICS: "Raising the Bar: Enhancing the Strategic Role of Facilities Management."
Here's the text of the Sodexo summary of the trend we contributed:
There have been many assertions, over many years, that facilities management (FM) should be more strategic. Recent research provides evidence that FM can have a strategic impact, and should play a strategic role in the enterprise, but whether it will achieve that level of influence in any particular organization depends entirely on the actions taken by senior FM executives.
A survey of almost 400 professionals across six continents was conducted in order to review the current “state of the practice” of FM. The research focused specifically on how FM is currently organized, governed, and measured, as well as on how FM professionals interact with their peers in other infrastructure disciplines. Our insights were enriched by direct conversations with a selection of senior FM and corporate real estate (CRE) executives, as well as with thought leaders from academia and international professional associations.
To be effective, FM leaders must change their behaviors, and indeed their very identity. FM is not about managing facilities per se; rather, it is about enabling the workforce to be productive and engaged, and to produce value for the organization. In our view, and in the view of leading FM executives, the workplace is nothing more (or less) than a tool for supporting work, for shaping the experiences of the workforce, and for producing competitive advantage.
We are convinced that the evolution of FM into a much more strategic resource is not only inevitable but already well underway.
What do you think? Is FM truly strategic today? If not, why not? What has to change for FM to become more widely recognized as a strategic resource, and include in corporate strategy conversations?