Viewing FM as a strategic partner for organisational success

THE WORKPLACE SPECIALIST’S VIEW
MATT BAILEY,
WORKPLACE SPECIALIST, MATRIX BOOKING

Despite its essential nature, the FM sector often encounters barriers in gaining full recognition as a strategic partner. Common misconceptions over the role, limited representation in senior leadership environments and problems with linking FM initiatives to wider business outcomes can create challenges, meaning the merits that FM professionals bring to the table are not always acknowledged.

Too often, FM is seen as little more than maintenance support, not as the driver of long-term business success that it can be. This perception must change. This narrow understanding overlooks FM’s capacity as a strategic partner to enhance employee engagement and satisfaction, lower operational costs and boost efficiency. FM professionals can also lead on optimising available space and supporting regulatory compliance.

Undoubtedly, FMs must be given a seat at the table alongside other key functions like the executive team, IT, HR and legal. Without their input, critical workspace decisions – like implementing flexible working arrangements or reallocating space – risk being made without the experts best placed to action them. We’ve already seen the consequences of sidelining strategic FM input with the recent desk shortages at JP Morgan, HSBC and several public sector entities like the Civil Service.

The ways in which people work and organisations operate have changed drastically in recent years – simultaneously magnifying the importance and complexity of the FM role. The office as we knew it now no longer exists. The era of the static, one-size-fits-all office is over. Instead, organisations need agile, engaging and bespoke workspace models that are shaped by employee preferences and operational needs.

FM professionals are leading this transformational charge, guiding efforts to reimagine workspaces as connected ecosystems. They are redesigning them as places employees want to work in, rather than feel compelled to be. To usher in this recalibration, organisations need to consider rolling out a workplace strategy that implements smart workplace technology. This can include the likes of access control systems, occupancy sensors and resource booking software.

By gathering valuable data through these sources, FMs and other key stakeholders within the organisation can make more informed decisions. Thereby benefiting not only themselves but also their employees before they enter the office, during their time on-site and after they leave. Adding to this, the data can assist with demonstrating to the wider team how FM projects such as integrating resource booking software connect to wider business objectives like increased employee engagement.

It’s key to remember that FMs strategic value will only continue to contribute towards organisational success if they remain agile and adaptive. By looking into new technologies, advocating for their contributions and showing measurable results, FM teams can push the dial further towards being seen as a strategic partner.

BRAND AND DESIGN DIRECTOR’S VIEW
MYLES JENSEN,
CREATIVE DIRECTOR, JENSEN & JENSEN

Branding has and always will play a key role in how the FM sector is perceived, yet much of the sector fails to realise this. It’s more than just logos – it’s a strategic driver and a support function.

In an industry under pressure to continuously deliver greater efficiency, value and adaptability, design is often overlooked as a strategic tool. As a brand and design agency working closely with multigenerational businesses in the FM space, we see the direct role and impact that creativity plays in shaping future success.

“But isn’t branding just about logos?” Not even close. It’s about clarity.

It’s about shaping perception and using that perception to communicate your values, experience, and ambition at every touchpoint, from tender packs and workbooks to digital platforms and site signage. Let’s face it, in a sector full of legacy, loyalty, and committed teams, most brands are stuck in the past. A refreshed identity doesn’t just modernise the look, it gives both the old guard and the next generation a shared language for where the company’s been and more importantly, where it’s going.

At Jensen & Jensen, we work with family-run FM firms that are quietly successful, established and built on reputation. However, their brands often don’t reflect that. Sometimes they’ve been untouched for decades; other times, they’ve been diluted across signage, uniforms, templates, and tender documents.

The brand shows up in everything. From bid decks and vans to email signatures and internal comms. And when these touchpoints feel inconsistent or out of step, it creates friction, both operationally and emotionally. As younger generations come through, perception matters. If a business looks tired, it will be treated that way.

A refreshed brand applied to signage, onboarding materials and the workspace itself sends a clear signal: this is a business moving forward.

So, is FM still struggling to be seen as a strategic partner? In some areas, yes, especially where identity, culture and communication haven’t caught up with the service offering. But the brand has a real role to play in changing that. Not just in how FM companies look. But in how they lead.