Wrenches and screwdrivers will always be part and parcel of maintaining a building. But over the past few decades, these tools have been joined in the facility manager’s toolkit by operational technology (OT) that simplifies the monitoring and control of essential building systems. These software and hardware solutions have empowered FMs and real estate teams to operate their spaces more efficiently, sustainably and cost effectively. But this technology has also made them more reliant on their colleagues in information technology (IT).

While this convergence of FM and IT opens a world of opportunities for organizations, it also represents a risk, as the successful procurement, implementation and administration of OT hinges on ongoing collaboration between FMs and IT teams.

Here is a closer look at OT solutions and the value they can bring, why the involvement of IT is key to maximizing that value, and how IT teams and FMs can overcome obstacles to working together effectively.

Operational technology: A new term for an old concept

The term “operational technology” was coined less than two decades ago. But for hundreds of years, the basic functions associated with OT were performed manually, using mechanical gauges, switches and dials. Over time, relay logic was applied to gradually simplify and automate operations. It was not until the 1960s, with the introduction of computer-based control systems, that modern OT really started taking shape. This innovation allowed physical processes, like flipping a switch or turning a dial, to be executed using software. That was the foundation upon which later advancements like the internet, Wi-Fi and cloud computing have been applied to give rise to OT.

Today, OT components do not just receive instructions from a computer, they communicate with each other and pull from vast pools of data to help FMs optimize the maintenance and operation of facilities.

Solutions that fall under the umbrella of OT include:

  • Access control software and devices, like key cards, PIN pads and smart locks, which ensure only authorized individuals can enter a building or space.

  • Security and fire control systems, like cameras, alarms and visitor management solutions, which help safeguard occupants and assets.

  • Internet-of-Things (IoT) devices, like environmental sensors, leak detectors and smart meters, which connect to facilities management software and each other to enable the collection, transmission and analysis of data.

  • Workplace analytics software that takes in data from multiple sources, like attendance and space utilization, and provides tools and dashboards to turn that information into actionable insights.

  • Computerized maintenance management system (CMMS) software that centralizes information about assets and work orders to help FMs track and manage maintenance activities.

  • Building automation system (BAS) software that enables FMs to control and automate certain building functions related to HVAC, lighting, fire safety and security.

In organizations with fully technology-enabled real estate and facilities management operations, these and other OT solutions are connected to an integrated workplace management system (IWMS). An IWMS platform brings the oversight, control and data of all these functions together in a single pane of truth. Centralizing disparate functions like space planning, maintenance and lease management simplifies related processes and initiatives, facilitates interdepartmental synergies and unlocks new opportunities to advance business goals.

The benefits of embracing OT are so substantial that 85 percent of respondents to the FM:Systems 2025 Inside the Workplace survey of U.S. business leaders said their organization uses at least one workplace management solution. But before the benefits and added capabilities of adopting OT software and hardware can be realized, organizations must source, implement and optimize them. And that job is too big for FMs to handle on their own.

In organizations with fully technology-enabled real estate and facilities management operations, these and other OT solutions are connected to an integrated workplace management system (IWMS). An IWMS platform brings the oversight, control and data of all these functions together in a single pane of truth. Centralizing disparate functions like space planning, maintenance and lease management simplifies related processes and initiatives, facilitates interdepartmental synergies and unlocks new opportunities to advance business goals.

The benefits of embracing OT are so substantial that 85 percent of respondents to the FM:Systems 2025 Inside the Workplace survey of U.S. business leaders said their organization uses at least one workplace management solution. But before the benefits and added capabilities of adopting OT software and hardware can be realized, organizations must source, implement and optimize them. And that job is too big for FMs to handle on their own.

Avoiding the pitfalls of OT procurement & implementation

Adopting an OT solution often necessitates the input of multiple departments in addition to facilities management. For instance, FMs may need buy-in from HR and legal before deploying occupancy sensors to monitor space utilization. But the one department whose involvement is required for all OT implementations is IT. Only they fully understand the digital nuts and bolts of networking, cybersecurity, asset management, data management and other variables that can make or break an OT deployment.

Close cooperation between IT and FM is essential, for example, in getting procurement off on the right foot. There are hundreds of solutions on the market, offered by dozens of providers, and not all of them will be compatible with an organization’s current network and systems. Some options may have insufficient cybersecurity or privacy protections, while others may be based on outdated technology that will make them more difficult to update and manage.

Even if a candidate solution passes all those tests, it may still not be suitable for the intended use cases — and IT is best-positioned to help spot those more complex deficiencies. One platform may offer a nifty interface and flashy feature list, but the inability to integrate with other existing systems, like accounting or HR software, could shortchange the organization. FMs may be tempted by another option that comes with an attractive price, until an IT professional confirms that the siloed, proprietary technology it is based on does, in fact, make the deal too good to be true. OT solutions that cannot be easily expanded or extended to other properties can make it impossible to duplicate the improvements and benefits realized at one property to others in a portfolio. Lack of compatibility and scalability will also severely limit progress toward ROI goals.

Finally, the IT team’s experience in sourcing complicated technology solutions can be invaluable in helping FMs avoid tunnel vision or mission creep when it comes to choosing OT. Tunnel vision can occur when one or two features or benefits of a solution are so attractive that the disadvantages of choosing that technology or provider are not fully explored. This can cause FMs to select an option that is unscalable or unable to be integrated with other systems. Mission creep, meanwhile, can lead FMs to lose sight of the one or two use cases the deployment is intended to address when presented with a platform that promises to do it all. This can lead to the selection of a system that is too complex to be easily adopted by users.

Procurement is just one example of why a good working relationship between FM and IT is important for an OT implementation to be successful. For example, IT must be involved, along with other departments across the business, in establishing and maintaining a data strategy and master data management (MDM) framework to ensure accurate and reliable data streams. This interdepartmental cooperation is essential for incorporating new tools, capabilities and integrations into MDM protocols. Upgrades to assets and equipment may also be required to maximize the value of new OT deployments. IT will be needed for ongoing technical support, asset management, cybersecurity, driving adoption and facilitating training once solutions are implemented.

The problem is, because the IT team are the experts when it comes to these highly technical topics, FMs are not the only ones knocking at their door.

Getting on the same page

The benefits OT solutions can deliver may seem substantial and straightforward to FM teams, but comprehending their value to the organization can be challenging for IT professionals already struggling to meet demands from other departments. The failure of FMs to understand and acknowledge the pressures placed on IT, and lack of awareness of the importance of facilities management and OT on the part of IT, can engender inflexibility and even friction between the two groups.

That is why the first step for any organization embracing OT is to give the FM and IT teams opportunities to learn about one another and develop a rapport. Joint workshops and demonstrations can help each side build an understanding of the other’s purpose, processes, goals and priorities. These sessions can be augmented by regular meetings covering topics like the importance of system uptime (for FMs) and data management protocols (for IT).

Establishing a solid working relationship and mutual understanding between the two teams can also help them work together to overcome other obstacles, like budget, time and resource constraints. Otherwise, OT tech issues may be deprioritized, opening the door for anomalies in data and insights that can undermine cost savings, sustainability, efficiency, regulatory compliance and decision-making.

Finally, closing the gaps between IT and FM is crucial to positioning the organization to take full advantage of advanced technologies like generative artificial intelligence (GenAI), Agentic AI and automation. Soon, OT infused with these innovations will usher workplaces from the smart building age into the autonomous building era, when facilities are empowered to act on their own to optimize building performance, energy efficiency and employee experience.

Conclusion

FMs are great at what they do, and they are increasingly being asked to do more as organizations invite them to take a bigger role in making important decisions and setting strategy. The evolution of the role is being driven by the capacity OT has given FMs to help maximize the value of a company’s workforce and workplaces.

But FM teams cannot do it alone. The key to getting the most out of OT and driving the success of real estate organizations will increasingly depend on close cooperation between FM and IT.