In the backdrop of client pressures to cut costs and growing competition, the Facilities Management industry struggles with its legacy issues of low productivity, a deficit in skill sets, lack of process and the limited use of technology offerings that do not capitulate to the comprehensive needs. The FM industry needs to provide for these lacunas and bring investments to support these developmental costs. Most companies realize these herculean challenges but are at crossroads on how to fund these costs.
 Companies rely more on a people-driven approach than a holistic organization, where system, process, and people drive the business. I see these powered mainly by individual and team efforts that only meet the FM contracts’ basic needs rather than the full organization’s readiness to ensure long-term sustainability. If these have to serve the holistic FM goals, all aspects of organizational readiness must be in order. From People System and Structure, each pillar needs to be streamlined and reinforced with a clear strategy, resources and funding.
Technology transformation of IoT, AI, and process automation requires upgrading. For instance, soft skills between communication and behavioural attributes, a pressing issue in the FM industry, especially at the executive levels, need a 360-degree review from leadership’s engagement to learning and development intervention. It is not about basic communication skills of writing and speaking but the other essentials of people’s engagement and how to deal with escalations, defined protocols, and communication proficiency. Besides, unified digital shared platforms are needed to support the client contract management and company intranet to augment support functions like supply chain, CAFM, CRM, and HR. Even the CAFM systems need to rise above asset management to provide a more comprehensive offering to support all other functions from HSEQ, CRM, and Workplace management functions.
Today FM players are in an absolute fix. They are indeed looking at the pros and cons of the opportunities and the market upside as growth needs definite readiness, especially when the business scalability needs investments. This chicken and egg situation baffles everyone who manages this tricky balancing act. However, wisdom demands not to hold but bring the necessary investments. I am very confident that the solution to the problem of low margins lies in scaling businesses to provide for costs. Companies need to bite the reality that short term pressure on cash and profits must not deter them from needed cash injection into the business. If these need to push for growth in view of aligning with unprecedented market growth, these investments will surely augment a great business success.
My case of investments calls for a careful review of each aspect. People’s perspective does not need top MBA graduates or long holding experienced people. Still, college graduates and even less experienced professionals can serve as the alternative, provided influential people’s management is assured. In an elated people’s organization where personality traits and process-oriented approaches matter with a good L&D and mentoring culture, talented resources at reasonable costs can provide the option against hiring costly resources. In the context of the system, it needs the most comprehensive digitally charged technology that provides best practices and live information management for all stakeholders. Finally, in the context of structures, it is about lean organization structures with an eye on optimum productivity and management information systems supported digitally with live dashboards to ensure timely information and lower costs.