New Directions New Realities

1
New DirectionsNew Realities

• David Werner
• President
• International Facility Management Association,
  Hong Kong Chapter

2
What must we face?

• Unprecedented speed of change
• An historic, world-changing event
• Globalization imposes trends from one region on
  another
• People, generally speaking, resist and do not
  adapt well to change

3
Cushioning uncertainty

• In times of uncertainty, people crave leadership
• Key attributes of leadership
• Honesty and transparency
• Reiterating goals
• Demonstrating confidence
• Consistency between personal and professional
  behaviour

4
Notions challenged

• Nations are losing relevance
• A seamless global market is emerging
• Information is free
• The five billion people earning less than
  HK30,000 per year are not relevant to business

5
Global disturbance

• Movement of capital
• Flow of goods
• Collaboration and knowledge
• People

6
FM responds to business

• Values and assumptions are continually challenged
• Security concerns are omni-present
• Product cycles grow shorter
• Deregulation disturbs established order

7
FM responds to business

• Rethinking business mission and strategy
• Re-engineering work processes
• Continual striving for higher quality and
  improved efficiency
• Shrinking hierarchies

8
FM responds to business

• Status-free layout
• Landscaped office campus
• Cybernetics integrates the workspace as
  communications device and control system
• Engaging workplaces oriented toward the
  semi-autonomous work group

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but when?

• Status-free layout (first proposed by Frederick
  Taylor, 1856-1915)
• Landscaped office campus (pre-war Germany)
• Workspace as communications device and control
  system (Cybernetics developed by Norbert Wiener,
  1894-1964)
• Engaging workplaces oriented toward the
  semi-autonomous work group (Scandinavia, 1970s)

10
Really TEN times more productive?

• Reward for performance x 2.7
• Redesign work process x 3.3
• Optimize physical layout x 4.4
• Overlap responsibilities x 7.4

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Workplace strategic development

• Awareness of problems
• Awareness of what works
• Understanding of underlying conditions
• Understanding of objectives
• Maintain, redesign and manage relationship
  between environment and its uses

12
Workplace development elements

• Security and Control
• Insurance
• Risk management strategies
• Location planning
• Design
• Construction
• Operation and maintenance

13
Cycle of the 7 steps to change
Raise any and all objections
Seek alternatives
Grudging acceptance
Entrenched and comfy
Point out benefits preceeding change
This is definitely the best way!
Very gradual appreciation of benefits
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SUCCESSFUL ADAPTER
COMFORTABLY IN THE PAST
15
Thank you