EDITORIAL COMMENT
MARCH 2019 3
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Stephen Bursi, Facilities Lead, BAE Systems
Simon Francis, Head of Estates Services, London South Bank University
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Tony King, Head of Facilities, Historic Royal Palaces
Darren Miller, Head of EMEA Facilities Operations, PayPal
Charles Siddons, Head of Operations, NHS Property Services
Vicky Thorp, Head of Facilities Management, CLSH Management
Stephen Vagg, Director of Global Real Estate & Facilities, Molson Coors
Ian Wade, Head of UK Estates, British Medical Association
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In her keynote speech to the Workplace Futures
conference, which took place last month, Baroness
Ruby McGregor-Smith CBE remarked that FM is a
sector which has seen many trends over the last
30 years, but it is one which is still ready to
innovate and excite.
During the conference there was much discussion about the
FMs sectors reluctance to innovate, with speakers warning that
FM providers and clients must devise an innovation agenda to
ensure they keep ahead of their competition.
This means we can expect more and more FM suppliers to
acquire organisations that will help them to develop their digital
capabilities; one of the most obvious being for example the
provision of digital energy management tools. However, as we
learnt this month, FM has the potential to take technical innovation
that bit further and adopt a model similar to successful techenabled
businesses such as Uber and Deliveroo, with the use of
apps to o er on-demand services.
As Jason Mohr, who has transformed his waste collection business
AnyJunk from a traditional waste management business to an Uberstyle,
apps driven on-demand business explains it, there are huge
opportunities for FM services who adopt his approach. Think about
this approach for M&E. Instead of running a huge, unwieldy team of
maintenance operatives, an organisation instead partners up with
a group of competent engineering firms; all of whom can be called
upon for both planned, and crucially, reactive maintenance jobs.
This type of approach could help revolutionise facilities services,
cutting costs, improving customer services and, if done ethically,
provide employment and income for smaller operatives.
A er all, as McGregor-Smith pointed out, in a world where you get
tech disruption, it’s the operational people who continue to deliver
services seamlessly, and hopefully for them and others working
within the industry, being like her, a disruptor and innovator will
help deliver them the career they want.
As always, we’d welcome your feedback about any aspect of the
magazine, together with your insight into what’s happening in
the FM sector.
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