Facility Management's (FM) Role in Sustaining Recovery

Investment capital will become more available as global economies emerge from extended malaise .  Competition for that capital will be intense.  Important and challenging business and social issues are present everywhere we turn.  A growing and aging world population, demographic and power shifts, healthcare costs and capacities, geopolitical stress and transition,  the protection and sustaining of natural resources to name just a few.  The list could go on and on, each important on its own merits.

Therein lays the problem.  The list is long, capital is short.  There is not enough money available in all of the world to fix all of the world’s problems.  What are we to do?  What role can FM play in the search for solutions?

FM has a responsibility and a need to lead in the development and implementation of effective solutions.  While we are not charged with saving the world from all of its ills we are the stewards of a large portion of its assets, represented by the existing built environment, new facilities and the natural resources consumed in their development and operation.  How we exercise this responsibility is determined by our day to day actions and the decisions we make. 

How then shall we go about contributing in a manner that informs our organizations, elevates FM’s leadership role, properly preserves and deploys capital, and stewards natural resources for which we are both consumers and interested in sustaining?  Here are a few thoughts.

Recapitalize the built environment:  As recovery makes investment capital available we must make good decisions about where and how to invest.  Much of that investment must be in recapitalizing the existing built environment, including facilities and infrastructure.  It is too large and too important to do otherwise.  Further, recapitalization extends the useful life of assets and avoids unnecessary diversion of funding to new development, which also lessens consumption of resources.  Your job:  Perform condition assessments and develop informed strategies and plans.

Improve FM’s financial skills:  As capital comes available there will be enormous competition as long pent up initiatives in all areas of business reach for the same resources.  New product development and maturation, sales, marketing, research and talent will all be consumers of what is a finite resource for every company.  FM’s ability to understand the business as a whole and develop solutions that solve enterprise problems and make economic sense will be a lever for increased capital flow to projects that make a difference.   Your job:  Improve financial analysis capabilities inside FM and develop strong links with your CFO.

Build effective business cases:  Effective business cases begin with objective analysis of accurate business data which leads you to the right projects and initiatives.  Once you have the right capital investment strategy and portfolio it is up to you to effectively make the case and gain executive approval.  The very best plan and strategy in the world is absolutely useless if not acted upon.  Too often FM fails in gaining project approval because it does not present a balanced and compelling case.  Your job:  Improve or add effective communication and presentation skills to the FM suite.

Develop a long term budget lens:  Not that FM can drive this one, but we can encourage and inform the dialogue on investment return.  The traditional short term focus on investment return marginalizes long term benefit generation.  Investors require a quick return so we build projects and operate in ways that maximize short term return.  Sometimes in doing so we accelerate future capital deployment.  Not paying attention to a growing deferred maintenance backlog is one example.  That backlog will most likely continue to grow, asset condition will continue to deteriorate, and eventually (sooner rather than later) it will need to be replaced.  The short term focus also works against adopting new technologies that improve building efficiency.  In today’s world of rapidly changing technology this issue is not to be discounted.  More efficient buildings provide greater productivity, lower operating costs and higher occupancy rates, each a key competitive lever in its own right.  Your job: Present business options that explain Total Cost of Ownership over the entire life of the asset.

Improve your sustainable profile:  Sustainability has moved deep into the consciousness of the business world primarily because it makes good business sense.  Nearly everyone cares about doing the right thing, but when you can do the right thing and improve competitiveness and the bottom line you have a real winner.  That is why your Board of Directors is putting pressure on leadership (and don’t think they aren’t) to improve sustainability.  You should be doing it for yourself as well.  Sustainable initiatives can improve quality, lower operating cost, allow redeployment of resources, extend life cycles and a host of other good outcomes that you care about because they make your life easier.  FM is one of the biggest levers for sustainable performance and should be one of its biggest champions.  Taking a leadership position on an important issue with executive level visibility which provides social and business benefits improves FM’s credibility and perception as a savvy and visionary partner.  Your job:  Become a Subject Matter Expert in sustainability and how it can be leveraged to improve your business.

Innovate:  Innovation can be a game changer.  Whether it be by integrating technologies in a new way, rethinking your business/service model, developing new space paradigms that improve collaboration, or partnering with other parts of your business to add value – all have potential to improve FM’s performance and value.  Innovating, however, requires taking risks, something that many FM leaders are reluctant to do.  Risk is minimized by thorough due diligence and that should be your approach.  Have a good idea?  Think it through.  Engage others.  Model it.  Run a small pilot project.  Innovate!  Your job:  Be alert and receptive to new ways of doing old things, and new ways of adding value in your area of responsibility.  Be willing to fail on occasion on your way to wins that make a difference.

Your Transparency Is Showing

Whether you know it or not, your actions and motivations are more transparent today than ever before.  Those around you observe and note, not just how you respond to things you are directly responsible for, but for those you have a less defined but still important relationship to as well.  Stakeholders, both internal and external are observing, forming perceptions and opinions, and acting. 

In today’s era of Corporate Social Responsibility (CSR) we are held to a different standard of engagement.  Co-workers, leadership, and customers expect us to take a broader view of our responsibilities and the wider reach of decisions and actions.  They expect us to be accountable not just for the details and bottom line of our job, but for the effect of our efforts beyond the parameters of this year’s performance goals.  They expect us to care about the effects of what we do.  This is not a new phenomenon.  None other than Peter Drucker connected the dots between our actions and our responsibility for them on a broader scale.

“One is responsible for one’s impacts, whether they are intended or not.  This is the first rule.  There is no doubt regarding management’s responsibility for the social impacts of its organization.”

Sometimes knowing what we should feel responsible for and how to act are not always easy.  The old adage “do the right thing, the right way, for the right reasons” is a good place to start.  Adopting that principle as a foundation simplifies what can become a complicated equation at times.  When individuals and organizations operate from this perspective transparency illuminates motivations and increases acceptance and support for good efforts.

In today’s world increased visibility and instant communication platforms foster instant judgment making and perception decisions, often without the benefit of the full story or proper diligence.  Society generally expects us to be aware and accountable.  The degree to which we are perceived as being good or bad actors on the societal stage is important to us as individuals and organizations.

Parallel development of increased awareness of actions, improved access to large amounts of data and the ability to analyze it, and enhanced sensitivity of stakeholder communities combine to increase transparency.  The question is not “Am I transparent?”  The real question is, “How will I act to assure my transparency is a positive force?”

Many companies today are actively engaged in CSR efforts.  Some are large scale and visible, and get press because of the corporate logo they are associated with.  Some are small but no less important, undertaken in a “everyone do what they can” spirit. Some of these are important and beneficial, changing the lives and future of workers in distant parts of the world we never thought of or cared about before.  I wonder, however, how many CSR programs amount to little more than “CSR-washing” (to borrow a phrase from the Green world).  As is often the case in life, I suspect that the difference between substantive programs and those which seek primarily to bolster marketing efforts is one of motivation.

In the HBR article “Leadership in the Age of Transparency,” Christopher Meyer and Julia Kirby set out guiding principles for acting responsibly.

Take ownership of the things you are directly responsible for.  With increased communication, measurement and analytic systems we can today understand the effects of our decisions and actions in ways we could not before.  That fact alone brings accountability for the extended impacts we create. 

Take action even when the impact cannot be precisely measured.  When we understand or learn that harm is occurring on our behalf we have a responsibility to act even if we are not directly causing the harm.  A good example of this would be taking the initiative to train supply chain partners producing products in a way that is detrimental to workers or the environment. 

Take interest in those things that we may not be directly or indirectly involved in but which have a connection to our activities.  In the article Meyer and Kirby use the example of an oil company that is helping to develop an affordable and clean-burning alternative to cookstoves uses widely in undeveloped regions of the world.

The issue of responsibility, whether corporate or personal, is really an issue of integrity.  I am not suggesting that each of us is responsible for everything we see and know.  I am suggesting that we are responsible for those things that we are involved in and for which we have the capability to affect or influence.

Transparency, responsibility, and integrity are linked in a way that cannot be broken.  It is not about an agenda or cause.  It is not about a current trend or market share.  It is about....

Doing the right thing        The right way       For the right reasons