Facility management has always evolved alongside the needs of the organizations it serves, but in recent years that evolution has accelerated, increasingly defined by its ability to gather, interpret and act on data. FM teams are building new capabilities, and one of the most significant is data fluency. This shift is the focus of IFMA’s latest research project, The Rise of the FM Analyst.

The project was grounded in interviews with 37 FM professionals across six global regions. This project was not simply looking for how many organizations had analysts on staff, it searched for how FM professionals are using data to ask better questions, solve problems and demonstrate value.

Here are six key insights that emerged from the research, each one pointing to a more insight-driven, agile, and collaborative future for FM.

1. The FM Analyst is a mindset, not a job title

One of the strongest messages was that the FM Analyst is not a narrow specialist role, it is a broader profile of how FM professionals are expected to think and work today.

FMs are increasingly expected to engage with data, spot trends and translate insights into decisions. This shift is not about turning every FM into a data scientist. Instead, it is about fostering a new mindset, one marked by curiosity, storytelling and data confidence.

2. Capability development is informal, inconsistent & self-driven

Despite this growing expectation, there was a feeling that formal training in data analysis or digital tools is often overlooked. Most FM professionals tend to develop their data capabilities on the job, through trial and error or through peer coaching.

While some organizations are starting to invest in structured training, many are still playing catch-up. The profession needs more than just general upskilling. It needs tailored, FM-specific learning pathways that reflect operational realities, platform constraints, time pressures and frontline decision-making.

FMJ Extra Rise of the FM Analyst3. Organizational support shapes what is possible

Analytics does not happen in isolation. It depends on leadership buy-in, access to tools, interdepartmental collaboration, and crucially, recognition of FM’s strategic value.

In organizations where FM is respected and integrated, data capabilities flourish. Analysts are embedded in teams, insights drive decisions, and data is used to inform long-term strategies. In some forward-looking organizations, AI agents are being integrated into team structures, acting as digital colleagues who assist with tasks like predictive maintenance or service optimization. This kind of framing helps normalize AI as a support system, not a threat, and positions FM as a function leading the charge in human–machine collaboration.

Conversely, in organizations where FM is seen as purely tactical or cost-driven, data efforts are under-resourced and undervalued. FM professionals may still try to analyze and improve, but without access to platforms, support from IT or recognition from leadership, their efforts often go unnoticed or underutilized.

Analytics is ultimately an organizational capability, not just a technical one. Without structures that support it, insight work often fails to scale.

4. Data maturity is constrained by infrastructure & governance

Even in technologically advanced environments, professionals spoke about challenges with data fragmentation, inconsistency and limited interoperability between systems. These issues undermine confidence in analytics and slow progress.

In less digitized settings, FM professionals often rely on creativity and persistence to work around limited infrastructure, using spreadsheets, manual audits or basic sensors to gather insights.

What distinguishes successful organizations is not necessarily their technological investment, it is their approach to governance, integration and user-friendly design. Long-term thinking and system stewardship are critical.

5. Regional context influences the shape & pace of transformation

Global FM teams operate in vastly different contexts. In Europe and North America, data maturity tends to be higher, but progress can often be hindered by legacy systems and siloed operations.

In the Middle East, rapid investment in smart buildings has created opportunities for cutting-edge analytics, though upskilling and localization are ongoing challenges.

In South America, FM professionals often operate with fewer tools but demonstrate high adaptability and creativity in generating insights. In Africa, digital infrastructure is still developing, and data collection is often manual or paper-based, but professionals show strong initiative and a desire to leapfrog traditional systems when the opportunity arises.

In the Asia-Pacific (APAC) region, digital capabilities vary widely across countries and sectors, but a key barrier is cultural. FM is often not perceived as a strategic or high-status profession, which affects hiring, training and internal recognition of data roles. As a result, organizations frequently rely on external vendors for analytics support, and internal capability development remains limited.

6. FM insight must be translated to be valued

A recurring theme in the interviews was that data does not create impact on its own. FMs must know how to frame it, communicate it and connect it to what matters, for example to cost, risk, sustainability and user experience.

This is where storytelling becomes critical. Data needs champions who can explain what it means, why it matters and what to do next. In a world where FM is often misunderstood or overlooked, the ability to turn insight into narrative is what elevates the function into the boardroom.

The FM Analyst mindset: 6 core traits

Through the interviews, a consistent set of traits emerged that define the FM Analyst mindset. These are not tied to any single job role, they reflect how professionals at all levels can contribute to a data-enabled future:

  1. Curiosity – Asking why problems occur and how systems connect

  2. Storytelling – Communicating insights effectively to influence action

  3. Pattern recognition – Spotting relationships across systems, services and spaces

  4. Data confidence – Engaging with data without fear or hesitation

  5. Problem-solving – Moving from analysis to solution with clear action

  6. Cross-functional thinking – Linking FM insight to broader business goals

These qualities are already shaping the next generation of FM leaders, but they are just as relevant for today’s workforce. With the right support and opportunity, existing FM professionals can evolve their roles, build confidence with data, and contribute meaningfully to a more insight-driven future.

What to expect from the report

The full report is freely available. It is structured across eight key themes that have been derived from the 37 expert interviews. Each theme is grounded in practitioner experience, offering practical takeaways, leadership lessons and recommendations for capability building.

Whether one is a service provider, demand-side leader, or part of the growing analytics ecosystem around FM, the report is designed to help professionals reflect, realign and prepare for what is next.