1. New Directions New 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 HK$30,000 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

9. …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 performancex 2.7  Redesign work processx 3.3  Optimize physical layoutx 4.4  Overlap responsibilitiesx 7.4

11. 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” Entrenched and comfy Seek alternatives Raise any and all objections Grudging acceptance Point out benefits preceeding change Very gradual appreciation of benefits This is definitely the best way!

14. SUCCESSFUL ADAPTER COMFORTABLY IN THE PAST

15. Thank you