Sophia Brown, Global Facilities Manager at Diageo

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Sophia Brown, Global Facilities Manager at Diageo spoke at the FM & Property Event 2012

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  • The why....... Internal pressures - Property/FM typically represent 7%-15% of a business operating costs. Property/FM viewed as a necessary cost of doing business. Focus is on squeezing out cost not adding more value. External forces - ..commoditisation of service delivery /outsourcing/shared service model /transactional services.. where is the unique value add we really bring Integrates Property/FM function at a more deeper level ie Example - a typical office building from the Diageo portfolio circa £20mn annual running costs........in the UK/Ireland we have 70+ Rationale for sharing our experience ......Me getting you to think about this
  • Transform the service delivery model To a commercial one To an experiential one To ????
  • The transformation has a number of aspects / dimensions....... Strategic - Aligned with our core business ...commercial pressures. Cultural change – internal ..forces integrated planning with Property and FM in workplace strategies External focus ...adopting a commercial mindset v pure functional in the whole space lifecycle See us a valued business partner v servant/master New language – using core business metrics v traditional SLA’s. Conversations and feeding back .....shifting from operational to / sharing success in terms of impact on our core business goals and objectives.
  • The transformation has a number of aspects / dimensions....... Strategic - Aligned with our core business ...commercial pressures. Cultural change – internal ..forces integrated planning with Property and FM in workplace strategies External focus ...adopting a commercial mindset v pure functional in the whole space lifecycle See us a valued business partner v servant/master New language Conversations and feeding back .....shifting from operational to / sharing success in terms of impact on our core business goals and objectives.
  • Sophia Brown, Global Facilities Manager at Diageo

    1. 1. Dialing up Property/FM – movingthe dial from cost to profitcentre(the art of survival in 2012 &beyond)Sophia BrownDiageo - Global Facilities ManagerProperty & FM conference – 19th/20thOctober
    2. 2. The context …..• Most presentations I attend are about showing acompleted solution or a result that has beenachieved. But today I want to do something different.• I shall share a case study of a transformation Iinitiated of how we do business at Diageo ....and thebenefits so far.• My rationale in sharing this with you is for you to thinkabout how FM/Property can contribute to the ongoing commerciality of the business by leveragingavailable space.
    3. 3. The concept …..• In other words my concept is about turningphysical spaces into assets for our core businessand deliver on their value add. Therefore we can:• leverage under valued spaces• transform the service delivery model• move workspaces from cost to profit centres
    4. 4. Workplace transformations …HQ Retail + Brand store £150k turnover/80% footfall??HQ Bar & Bistro 9 fold increase in revenue?Visitor Centres brand immersion experiencesFrom … To (expected returns)Satellite office offset FM operating costs12345Conference room/bar hire US / Montevideo / UK
    5. 5. The benefits …..• Transforming how we are seen by the business• Strategic partner to the core business – SLA’s.ROIBrand visibility£ returnClientsCustomersEmployeesMetrics
    6. 6. The benefits …..• Transforming how our function operates:• Commercial mindset v functional in the design /location, type, style of space and service model• Integrating Property & FM’s ways of working• Back of house to a front line business value-add
    7. 7. Workplace - ’on the bigstage’•1. Workplace is a brand immersion vehicle•2. Core business focus is external facing v ours is internal facing•3. What we do can influence consumer attitudes•4. How well we execute impacts on bottom line
    8. 8. Standing in the future...1yr onHQ London•100,000 visitors / 1600 workplace consumers•c.72% felt ‘Closer to our brands’•c.25% tasted a new brand for first time•1.1bn media impressions (re-use collateral greater ROI)•£400k turnover
    9. 9. Wrapping up …..• Sharing my experience of how we are changing the traditionalparadigm of how FM/Property do business.• Show how we as Property/FM professional can positionourselves as valued business partners directly impacting onbusiness bottom line.• Very happy to open up to floor for questions ...keen to knowhow this can work for your companies and how I could helpyou achieve this.
    10. 10. The opportunity .....• Key questions ....1. What is the pulling power ofyour brand?2. Does the physical &emotional experience ofyour workplace match up?3. This way of workingelevates us to a newposition of trust ...are weequipped to deliver?Workplace - as the big stage- we are uniquely positionedto play in this space.Although our plays andperformance needs willdiffer, the potential value addis great.
    11. 11. Thank you

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