As we move into 2014, the workplace and industry in general is bombarded by new buzzwords and trends that can sometimes be over-used yet not fully understood, says Phil Gregory, senior regional executive: Johnson Controls Global WorkPlace Solutions, Middle East & Africa.
Johnson Controls Global WorkPlace Solutions recently conducted a study on all of the relevant industry trends identified by Johnson Controls Global WorkPlace Solutions highlighting 2014’s buzz words in the FM arena.
Technology
A huge buzz word. Nothing new, right? But of course there is always something newer than new, with the rate of innovation accelerating. What, specifically is relevant regarding technology in FM? Here are six tech trends that can’t be ignored:
* Data security – the recent National Security Agency (NSA) eavesdropping affair brought to light the prevalence of espionage, not only in politics, but the corporate world as well. Private firms are now selling mass surveillance systems. Is your building, occupancy, and energy data well protected? How do you know it’s not vulnerable to attack? There is a definite trend in 2014 to seek better security methods.
* The cloud – the hottest topic in data storage might also be the biggest question in data security. If there is one trend that everyone is talking about, the cloud is it. It offers fantastic flexibility for collaboration and nearly limitless storage capacity, but what are the consequences of this for data security? Do you know where your facilities data is stored and how to keep it safely backed up?
* Building intelligence, big data and metrics – everyone’s talking about big data, but few organisations are really able to capture and analyse it on an on-going basis. Now is the time for implementation of systems that collect real-time energy, occupancy, and related facilities data.
The challenge to corporate real estate and FM professionals is, centralising portfolios, integrating data from various systems and defining metrics that really matter to their organisation. Moreover, most customers will need help to interpret the data, to make it meaningful to them. This will bring the “holy grail”- understanding total occupancy cost – into arm’s reach.
* 3D Printing – manufacturing and logistics enterprises are already feeling the impact of this exploding technology. How can FM capitalise on the opportunity to generate replacement parts quickly and efficiently onsite? Where else can this innovation be applied, to promote efficiencies in building equipment maintenance?
* Robotics/automation – again, with a little reminder from our friends in National Security who have perfected the drone for spying, there’s been a trend toward automating many personnel functions.
In facilities, the trend will continue with opportunities for robotics to fulfil roles particularly at times or in locations where it is not ideal to employ human capital. Drones can ensure a greater level of safety and consistency in operations, especially in dangerous conditions.
* Biometrics – Apple launched finger-print touch ID this year and Tesco announced plans to use facial recognition scanners for targeted advertising. Technology is plugging into our physical beings as much as we are plugging into devices.
Workspace engineers have jumped on this bandwagon with the development of sophisticated sensors that auto adjust lighting, desk height, and other environmental factors to meet the needs of individual workers. We’ll no doubt see this trend continue. Will the touch of a finger or an eye scan initiate workspace adaptation? The potential for utilising this technology in time-share offices is enormous.
Climate threats
In recent years, the world has witnessed climate catastrophes on a scale unknown to recorded history. Hurricane Sandy. Typhoon Haiyan. Blizzards in North America. Earthquakes in Asia. Global Tsunamis.
The implications for the FM industry are enormous and range from practical matters of designing critical environments that can withstand the forces of nature and devising energy security measures to ensuring, more importantly, that human capital are protected and can be assisted efficiently in emergency situations.
Workspace engineers as well as facilities managers need to develop detailed contingency plans that factor in the potential for natural disasters, recognising that the intensity and frequency of such events is increasing.
New relationship models
Organisations in almost every industry are realising that to be successful at their core business means developing relationships that shift responsibility for non-core operations to a third party. Healthcare networks, for instance, are in the business of healing patients. Managing their hospitals and laboratories is essential to this task, but not their core function. So vested outsourcing is the solution. But it’s not old-school outsourcing.
The trend is toward long-term symbiotic relationships that involve an assignment of risk and requires deep understanding and trust. Further compounding it is the trend toward global, integrated solutions, so the number of partners is limited but the span of services expanded. Achieving high-value partnerships like this can be at odds with traditional cost-based procurement processes.
Thus the procurement process needs critical evaluation. A rigid method won’t work for a relationship with value beyond the initial bottom-line. The FM industry must be prepared to provide custom-crafted, commercial solutions.
Accelerating business change
The adage is true: The only thing constant is change. But the trend now is for major organisations to fundamentally transform their business operations. Part of this stems from the new relationship models, part is driven by economic volatility, evolving trade regulations and new market opportunities.
What is pertinent for FM is to be extremely agile and ready to support the core business’ transformations with things such as flexible lease contracts, and the ability to expand or shrink real estate portfolios as required. Hence the evolution in FM of “liquid space” accompanied by an emphasis on agility in leadership and growing focus on effective change management.
Ultimately, all these technological, climate, relationship and business developments have significant implications in one of the hottest buzzing trends: the war for talent.
War for talent
That’s right, war. Organisations competing for top talent need a battle strategy to win it on three fronts:
* Demographic diversity – there is plenty of buzzing about Digital Natives, Generation Y, or Millennials. And there is obviously an increasing impetus to attract these bright young minds and harness their innovative talents on their terms. Traditional Fortune 500s are revolutionising employment policies and practices to compete for a talent pool of young workers who demand greater flexibility.
However, the FM industry also has a cache of ‘graying’ workers, Baby Boomers with a wealth of knowledge and experience to be retained on somewhat different terms. These workers may not be as tech-savvy as their younger colleagues and often prefer traditional workspace models. Successful organisations will be able to engage workers across the age-spectrum with a mix of flexible workspaces.
* Cultural diversity – the trend toward cultural diversity is not new, with the innovation advantages of varied perspectives and styles well documented. But the necessity of such diversity in FM is taking off like never before. Hand in hand with the trend toward integrated, global solutions in the new relationship model, facility managers with a multinational portfolio will have widely varying needs from one location to another.
To meet those needs, facility managers must have a culturally diverse team of experts who can provide locally-appropriate solutions throughout a global organisation.
* Skills diversity – to keep pace with all of the trends, today’s workforce needs to be agile at every level, ready to apply knowledge to diverse tasks, adapt quickly, absorb new skills, and think creatively.
The lifespan of knowledge acquired at university is now about three years. Coupled with the fact that there is already a shortage of talent coming out of science and engineering programs, there is a real dilemma for the FM industry. Thus, developing continuing education and on the job training programs to fill the skills gaps will be as essential as competing for the best talent.
Anticipating these trends, understanding their impact on your business, and being able to meet the challenges they present is critical to success.