FMJ Facilities Management magazine providing industry-specific intelligence to FM and property professionals
THE CHIEF OPERATING OFFICER’S VIEW
GRAEME CAMERON,
COO FOR OPERATIONS PERFORMANCE, ISS UK & IRELAND
FM is undeniably crucial to the success of organisations and industries around the world. But that world is changing at an unprecedented pace. Economic uncertainty, geopolitical shifts, inflationary pressures, and evolving workforce dynamics are rapidly reshaping our world and putting an ever-sharper focus on efficiency, agility and value.
Just five years ago, the pandemic offered a glimpse of what strategic FM could look like. As an industry, we demonstrated our true value, employing our expertise to deliver when our customers needed it most. It was FM professionals who kept workplaces safe, operational and agile in a world of change.
It was at this time that our industry truly secured its seat at the boardroom table. We began to shift the perception of FM from a tactical provider of services to an outcome-driven strategic ally. But our newly earned position isn’t guaranteed. As the world has moved on from the pandemic, and we face new headwinds around the globe, we need to evolve if we want to retain our seat.
Amid a rapidly evolving economic and sociopolitical landscape, it’s no surprise that clients are looking to reduce costs. However, while short-term savings are tempting, we know that they rarely steady the ship in turbulent times. True resilience comes from long-term, strategic partnerships that align FM with organisational goals.
That’s why we must continue to invest in our services and capabilities to enable the co-creation of strategically aligned FM solutions with our customers. By enhancing our data-driven insights, service design expertise, and project delivery capabilities, we’re empowering collaborative partnerships that address each client’s unique challenges and opportunities.
Take sustainability: it’s a critical lever for ensuring estates can withstand climate challenges while meeting regulatory requirements, as well as customer targets and employee expectations. Similarly, workplace experience is vital for attracting and retaining top talent — an ongoing priority as workforce demographics shift. Capital projects, too, benefit from early FM direction, where our insights into operational needs can shape outcomes that deliver lasting value. Finally, data and technology are the key to unlocking the potential of all these areas.
FM is no longer just providing services; we’re enabling strategy.
We are finding that, to maintain our position as a strategic partner, we must move beyond the subservient mentality of traditional service delivery. The current uncertain economic climate only underscores the need for FM to take a long-term, proactive and strategic view. By focusing on strategic value creation in areas like sustainability or workplace experience, and enabled by enhanced data insights and technology, FM will continue to demonstrate its worth, not just as a cost centre, but as a driver of resilience and value. That’s how we secure our place at the table, and it’s how we’ll thrive in this world of change.
