In each issue of FMJ, IFMA’s Facility Management Consultants Council shares some commonly asked FM-related questions accompanied by advice from top FM consultants. The questions and answers presented in this section align with IFMA’s core competencies following the themes outlined for the given edition of the magazine. While the following answers are intended to be helpful, these responses should not be deemed complete and are limited in context by the space allocated. Please contact the individual consultants directly for further explanation of the opinions expressed. The theme of this edition of FMJ is “Tech and Next-Gen FM.” Innovation means different things depending on the context. For example, innovation in manufacturing is different than innovation in design. What does innovation in FM mean? ABOUT THE COUNCIL The Facility Management Consultants Council (FMCC) represents more than 300 FM consultants from various countries around the globe. Its mission states, “The FMCC is the resource and voice for facility management consultants worldwide to leverage our collective expertise to benefit IFMA members, and the facility management profession.” Questions regarding the Ask the Experts section of FMJ can be directed to Mark Sekula, IFMA Fellow, CFM, FMP, LEED AP, president of Facility Futures, Inc., at firstname.lastname@example.org. Visit FMCC online at fmcc.ifma.org or join the conversation on the council’s LinkedIn group at http://linkd.in/1gAa8ae Innovation in FM is about giving birth to ideas that are catalyzed by the changing needs of people in the built environment, which are also influenced by both macro and micro economic factors. It involves the creation of value for stakeholders to have a positive return on investment, good service experience and to delight customers. The integration of these well thought-out ideas, if properly appropriated, will crystalize to increase profitability, gain market share, increase talent retention, drive new markets and help customers to achieve sustainable business solutions. These outputs are the scalable measurements to check if the facilities management experience is innovative. It should address the current needs and must be able to expand for future potential realities. ANSWERED BY Olumide Aina, Victoria Island, Lagos +234 01 2706358-9 email@example.com Olumide Aina is the Managing Director/ CEO of Green Facilities Limited with offices in Lagos & Abuja. Its business focuses on the management of the built environment in a sustainable manner with the use of clean technology. He is a member of the STAG committee of the IFMA Facilities Management Consultancy Council (FMCC), US and the current Vice Chair, British Institute of Facilities Management, (BIFM) Nigeria Region. He is part of the ISO TC/267 international committee working on the first ISO standard in Facilities Management globally. He has a Masters in Facilities Management and an Advanced Management Certificate at the Regenesys Business School, South Africa. He also blogs and engage in a radio programme, FMTalk360 which is discussed at Nigerian Info, 95.1 Abuja, on a weekly basis. Innovation is making things work better due to some key improvement. What helps evoke FM innovation? » Luck, sometimes preceded or followed by lots of labor. It helps be receptive to everyone and alert to every circumstance. » Willingness to cull ideas and to work with others to revise, revise, revise. » Looking closely and repeatedly — all the time convinced that things can be better. » Unflagging certainty that every aspect of life and work can inform every other aspect. » Sense of humor — it’s OK to be amused by how your team interacts with processes sometimes. These instances have a way of fueling our imaginations. » Suspecting that complexity and random variability are hiding opportunities. » Keeping our eyes on the prize — organization-wide goals, strategies, and objectives. » An organizational culture and social climate of empathy, cooperation, collaboration, learning, sharing knowledge and freedom to try things. » Positive, considerate feedback whether something leads to a betterment or doesn’t, because the next idea might. Encourage staff, contractors, vendors, even executives. Conclusion: The above ideas are no guarantee that you will figure out how to keep an occasional pigeon out of the lobby, facilitate cooperation among business units or office factions, experience a day when everyone is satisfied with the parking, or improve security within budget. But, in the fullness of time, innovative ideas pay off. You can think of more, many more. Keep them coming. ANSWERED BY David Reynolds, CFM, FMP 504-481-2627 | DavidReynoldsFM@pobox.com David Reynolds focuses on FM strategic management, performance, and risk mitigation. He is a founding partner in the Global Facility Management Alliance. His bono work includes construction, maintenance, safety and health and collaborating with the IFMA Environment, Operations and Maintenance and Health and Safety Community (OMHS.) He serves as IFMA FMCC Secretary-Treasurer and STAG liaison. Innovation relates to change. The perspective of the term ‘innovation’ can include improvement, modernization, invention, revolution and more. Each reader will interpret the word in the context of their environment and experiences. Facility Management has evolved so very much in the 25+ years I’ve worked in the industry. The first ten years I was employed in an organization that placed little value on improvements. It was all about maintaining the status quo at the least cost. As my associates and I gained experience, advanced our education and training, and participated with professional organizations (like IFMA), we were able to start moving that organization to embrace energy conservation measures, technology and better employee motivation techniques. As I progressed from manager to director and assumed even greater responsibilities, I was fortunate that my career advanced with corporations that were more receptive to change. I was empowered to lead the FM organizations and implement programs that not only supported efficiency in performing facility maintenance and operations, but also enabled the building occupants to be more productive and more satisfied with their work spaces — offices, production, including fabrication, warehousing, distribution, and more. It was the positive results we achieved that facilitated my career growth. Each of the hiring organizations recognized the need for the same or similar changes. Although FM has continued to advance globally, the reality exists that there are still a great number of sites that have yet to embrace the available changes. I recently walked into a local government office and noted their lighting was all T-12 fluorescent (probably with magnetic ballasts). That site would consider a change to T-8 tubes and electronic ballasts an innovation, albeit one that is 25 years old! Last weekend, I visited a large new residence that was installing Haiku lighting. These automated, standalone LED light fixtures can be grouped, include motion sensing technology, color temperature shifting, active dimming as sunlight increases, dynamic brightening and are programmable and can be controlled by an app on your smart device. This application embraces energy conservation, maximum flexibility, a strong focus on occupant needs and satisfaction and the IoT (internet of things). Power for this home is provided by a solar panel array fed into a pair of Tesla Powerwall units. This example would easily be considered highly innovative. With these two examples, the position is made that innovation in FM includes almost as many activities, actions and considerations as one can possibly imagine (or dream). Innovation for one site may be a basic modernization that reflects the desires of the business. On the other side of the spectrum, innovation for progressive organizations can be a revolutionary approach in maintenance, operations, utilities, employee management, financial matters and other factors. Each facility manager will benefit from broadest awareness of the myriad developments that might benefit their site. The simple responsibility of each FM is to facilitate reliable operations in the built environment. The professional responsibility is to identify opportunities that will contribute to the viability and profitability of the parent organization. Innovations in FM are the opportunities. ANSWERED BY Stephen Brown CFM, FMP, SFP, CPE, CPMM, MBCP, CBCP, CESCO, REM Cristo Rey, Missouri 682-777-4362 | firstname.lastname@example.org After a successful career in stateside and international facilities management, Brown founded FM-adviso to support organizations with specialist and credentials training in addition to consulting on operational efficiencies, outsourcing, policies and procedures, contract management, environmental matters, and emergency response/business continuity. He is qualified as a trainer for a broad menu of IFMA, DRII, AFE and NREP credentials as well as proprietary training programs. Brown has earned IFMA’s Certified Facility Manager®, Facility Management Professional®, and Sustainable Facilities Professional® credentials. He also holds AFE’s Certified Plant Engineer and Certified Business Continuity Professional and NREP’s Registered Environmental Manager and Certified Environmental and Safety Compliance Officer credentials. Innovation in FM is about finding new ways to make FM delivery more efficient and cost effective using modern technology. It is about constantly looking at existing processes in FM delivery and to keep fine tuning and refining the delivery model on a continuous basis. Most organizations are constantly looking for efficiencies and at reducing costs or ‘doing more for less’. However one will not be able to achieve this if one has the ‘we always did it this way’ attitude. It is about influencing all stakeholders to support and adapt changes in methodologies in FM delivery be it with technology, processes or even people. ANSWERED BY Val Moraes CFM, MBA, Assoc RICS Director – Facilities Performance Greg More Group Auckland, New Zealand 64 211478382 | Val.email@example.com Innovation is a strange word because it requires discontent with the present to stimulate action for the future. An FM leader is constantly considering how continuous improvement can rule his or her domain. For example, the staff can fulfill O&M work with agreement on what to accomplish and freedom in how to do it … that’s really motivating! Other than periodic sessions with staff and stakeholders to dispense W&P (wisdom and perspective), an effective leader takes time to sit back and think about a better future. This can be in concert with users and occupants or with the C-suite. Both parties will exude acceptance and pleasure when a better MO is brought to their tables by an active FM. ANSWERED BY Dr. Doug Aldrich, CFM, IFMA Fellow 720-253-8974 | firstname.lastname@example.org With five decades of industry experience and FM consulting, Doug is a strategic leader, laboratory expert and globality advocate. He was IFMA Chair, cofounded the R&D Council, served on advisory boards, communicates in word and print, and helps non-profits. If you accept the premise that the FM practitioner has as his or her objective to enable business endeavour and business competitiveness for his or her employer or client in their marketplace, then everything the FM practitioner must do will involve innovation and reinvention. It is the constant review and modernisation of operating structures and resources, systems and processes and ways of doing things that support the business vision and goals. It is the continual and relentless pursuit of better ways of doing things that enable the business to thrive and, in doing so, reduce risk, improve customer satisfaction, improve value and ensure cost certainty for the employer and/or client. The FM practitioner should collaborate with all stakeholders to identify, prepare for and embrace business disruption and disrupters to ensure business vision longevity. If collaboration, creativity and innovation are the future requirements within a business to ensure it thrives and remains competitive, then the FM practitioner must be a major contributor to these. It is the ability of the FM practitioner to embrace a strategic and tactical focus and to manage change for the employer and/or client that will set him or her apart from the status quo and a purely tactical focus. If the business innovates despite the FM practitioner, then the business will move on. ANSWERED BY Graham Constable, MBA, PVM, MRICS Sydney, Australia +61 412 811 518 | email@example.com Graham is a strategic thinker, developing creative ideas and strategies for businesses and for the people who work in them, in particular for the cost-effective management of built environments that enable business endeavour. He is comfortable working on single or portfolio-based assignments. He builds, mobilises and leads operational as well as specifying, procuring, evaluating and managing supply chains. He hosts people and process wisdom, ideas, services, systems, resources and expectations that make a difference and facilitate useful activity and purpose. The Gallup Organisation lists his top five strengths as: Strategic, Connectedness, Learner, Futuristic and Individualisation. His values include: Courage, Exploration, Hope and Liberation.
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