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Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
Raising the bar - June2013
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Raising the bar - June2013

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This presentation was delivered to the IFMA Houston Chapter on June 6, 2013. It is based on a research study I led for RICS (Royal Institution of Chartered Surveyors) in 2012. However, it goes well …

This presentation was delivered to the IFMA Houston Chapter on June 6, 2013. It is based on a research study I led for RICS (Royal Institution of Chartered Surveyors) in 2012. However, it goes well beyond the original research to propose a new strategic vision and role for facilities professionals.

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  • 1. Raising the Bar:Enhancing the Strategic Roleof Facilities ManagementIFMA Houston ChapterHouston, TexasJune 6, 2013James P. Ware, PhDExecutive DirectorThe Future of Work…unlimitedGlobal Research DirectorOccupiers Journal Limited
  • 2. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 1 -
  • 3. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 2 -
  • 4. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 3 -
  • 5. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHow are You Feeling Right Now?- 4 -Or…
  • 6. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 5 -Do you considerthe workplace astrategic resource?
  • 7. © Copyright 2013 by The Future of Work…unlimited. All rights reservedYou are in the Hot Seat- 6 -CutCosts!ImproveProductivity!Fix the A/C!IncreaseUtilization!Give Us MoreMeeting Rooms!Give Us MorePrivate Offices!CutCosts!CutCosts!GuaranteeBusinessContinuity!
  • 8. © Copyright 2013 by The Future of Work…unlimited. All rights reserved2012 Global Survey of FM Professionals- 7 -On balance, is FM strategic? How does the head of FMallocate his/her time?Source: Raising the Bar: Enhancing the Strategic Role of FM – RICS, 2012
  • 9. © Copyright 2013 by The Future of Work…unlimited. All rights reservedStarting Point for the ResearchWhy isn’t FM a more strategicresource?What does it mean to be“strategic”?How are FM groups organizedand managed today?What do FM leaders need to doto become a more valuedresource?- 8 -
  • 10. © Copyright 2013 by The Future of Work…unlimited. All rights reservedThe “Raising the Bar” Study•  Online survey: 350+responses•  Data from six continents•  35 executive interviews•  Completed late Summer2012- 9 -
  • 11. © Copyright 2013 by The Future of Work…unlimited. All rights reservedThe Research HeadlinesFM is increasinglyseen as strategic.- 10 -
  • 12. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHowever…- 11 -Demanding…Day-to-DayOperations
  • 13. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHowever…- 12 -CostControlDominant
  • 14. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHowever…- 13 -StrategicAlignmentDisappointing
  • 15. © Copyright 2013 by The Future of Work…unlimited. All rights reservedLet’s Look at Some Data- 14 -
  • 16. © Copyright 2013 by The Future of Work…unlimited. All rights reservedThe Survey Respondents(n = 357)TheSurvey:- 15 -
  • 17. © Copyright 2013 by The Future of Work…unlimited. All rights reservedOrganizational SizeTheSurvey:- 16 -
  • 18. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhere is Your Corporate Headquarters?TheSurvey:- 17 -
  • 19. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhat is Your Primary Industry?The TopFive:- 18 -
  • 20. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhere Does FM Report?TheSurvey:- 19 -
  • 21. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhere Does FM Report?Size%Ma(ers%- 20 -
  • 22. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHow is FM Measured?- 21 -
  • 23. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHow shouldFM be measured?- 22 -
  • 24. © Copyright 2013 by The Future of Work…unlimited. All rights reservedHow Well-Aligned is FM with….?- 23 -
  • 25. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhat are thebarriersto more effectivealignment?- 24 -
  • 26. © Copyright 2013 by The Future of Work…unlimited. All rights reservedIs FM a Strategic Resource?- 25 -Is FM astrategicresource?
  • 27. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhat is “Strategy”?“Strategic” means helping the businessachieve competitive advantage byaligning real estate (space) and facilitiesservices more closely with businessimperatives, operational capabilities, andorganisational performance. [emphasis added]-- “Raising the Bar,” p. 12- 26 -
  • 28. © Copyright 2013 by The Future of Work…unlimited. All rights reservedWhat is “Strategy”?“Strategy is the creation of a unique andvaluable position, involving a different setof activities [different from what competitorsare doing]. . . .Strategy requires you to make trade-offs incompeting—to choose what not to do. . . .Strategy involves creating “fit” among acompany’s activities.” [emphasis added]Porter, Michael. “What is Strategy?” Harvard Business Review, Nov-Dec. 1996 (reprint #96608), p.1Michael Porter’s View:- 27 -
  • 29. © Copyright 2013 by The Future of Work…unlimited. All rights reservedAn Example of Strategic Success- 28 -
  • 30. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 29 -From Michael Porter, “What is Strategy?” Harvard Business Review, Nov-Dec 1996
  • 31. © Copyright 2013 by The Future of Work…unlimited. All rights reservedIf You were Head of FM at Southwest…- 30 -
  • 32. © Copyright 2013 by The Future of Work…unlimited. All rights reservedExamples of FM’s Strategic Impact- 31 -
  • 33. © Copyright 2013 by The Future of Work…unlimited. All rights reservedExamples of FM’s Strategic Impact- 32 -
  • 34. © Copyright 2013 by The Future of Work…unlimited. All rights reservedExamples of FM’s Strategic Impact- 33 -
  • 35. © Copyright 2013 by The Future of Work…unlimited. All rights reservedExamples of FM’s Strategic Impact- 34 -
  • 36. © Copyright 2013 by The Future of Work…unlimited. All rights reservedAnd Now for Something Different…- 35 -Davison International, Pittsburg, PA
  • 37. © Copyright 2013 by The Future of Work…unlimited. All rights reservedAnd Now for Something Different…- 36 -
  • 38. © Copyright 2013 by The Future of Work…unlimited. All rights reservedOur BIG Question:What do facilities leadershave to do differently to makeFM a more valuedand more strategic resource?- 37 -
  • 39. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 38 -What does allthis mean?
  • 40. © Copyright 2013 by The Future of Work…unlimited. All rights reserved - 39 -“Hi I’m Sarah.So, what doyou do?”
  • 41. © Copyright 2013 by The Future of Work…unlimited. All rights reserved“I create a compelling work experience…”- 40 -
  • 42. © Copyright 2013 by The Future of Work…unlimited. All rights reserved… that helps the business by:!  …saving money!  …attracting and retaining staff!  …leveraging innate talents!  …enhancing productivity!  …supporting customers!  …ensuring continuity, and…!  …- 41 -
  • 43. © Copyright 2013 by The Future of Work…unlimited. All rights reservedTurn That Hot Seat into an Executive Chair- 42 -CutCosts!ImproveProductivity!IncreaseWorkforceSatisfaction!IncreaseUtilization!Give Us MorePrivate Offices!CutCosts!CutCosts!GuaranteeBusinessContinuity!
  • 44. © Copyright 2013 by The Future of Work…unlimited. All rights reservedTurn That Hot Seat into an Executive Chair- 43 -1. ThinkStrategically2. ActStrategically
  • 45. © Copyright 2013 by The Future of Work…unlimited. All rights reservedTurn That Hot Seat into an Executive Chair- 44 -3. RebuildtheFM Organization4. OutsourceAggressively
  • 46. © Copyright 2013 by The Future of Work…unlimited. All rights reservedTurn That Hot Seat into an Executive Chair- 45 -5. Teachthe businesshow to draw on FM
  • 47. © Copyright 2013 by The Future of Work…unlimited. All rights reservedIt Only Sounds Simple!  Think!  Act!  Organize!  Outsource!  Teach- 46 -
  • 48. © Copyright 2013 by The Future of Work…unlimited. All rights reservedFor Further Information- 47 -Website: http://www.thefutureofwork.netBlog: http://www.thefutureofwork.net/blogTwitter: http://www.twitter.com/thefutureofworkJames P. Ware, PhDExecutive DirectorThe Future of Work…unlimitedWalnut Creek, Californiajim@thefutureofwork.netWe enable change leaders to take charge of thefuture by designing compelling work experiences.Access and download “Raising the Bar” at: http://www.rics.org/researchGlobal Research DirectorOccupiers Journal LimitedLondon, Englandjim.ware@occupiersjournal.com

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