Using technology to make work more efficient is the reality in every industry, and it is necessary to help organizations succeed. But while some have embraced tech, others have been hesitant to implement it into their workflows. Facilities managers (FMs) may wonder how to effectively use technology for building operations, what tech skills and knowledge they need in this advanced tech age, and how to partner with their information technology (IT) team.
Dr. Matt Tucker, director of research at the International Facility Management Association (IFMA), and Drew DePriest, director of real estate operations technology at McKesson, addressed these issues in a recent webinar titled, “Navigating the Technological Landscape: Insights from IFMA’s Executive Summit 2024.”
Referring to the facilities management industry, Tucker said, “There is a myriad of different technological platforms and systems that we can use. There are things that we’re seeing on the news and what our kids are using every single day. And it can become a little bit overwhelming.
“So how do we navigate through all of that? What things are important to us and, perhaps, what are some of the skill sets that FMs are going to need moving forward?” Tucker asked.
In their day-to-day tasks, FMs should not only know how to work with integrated data systems and data analytics but they should also be able to interpret the data and tell a story using the results.
As an example, DePriest said that FMs should be able to use technology to look at the data relating to a building optimization project and understand what a prediction of an 11% internal rate of return means, and then be able to explain it to team members and leadership.
An Integrated Relationship with IT
One of the most important things that an FM can do to navigate technology is regularly collaborate with IT, as FMs are increasingly tasked to raise the productivity and growth of their organizations. In other words, FMs should not just contact IT for technical problems but as part of a larger strategy.
“I would argue that FM can’t do it alone, IT can’t do it alone … we’re using digital technology to control the physical world—so when you think OT (operational technology), HVAC (heating, ventilation, and air conditioning), building automation, lighting, to a certain extent your work order system, your asset management systems that have to share the highway or the backbone, if you will—that our partners in IT are providing,” DePriest explained.
Tucker said that the relationship goes both ways.
“IT specialists have really got to have an appreciation of FM … they don’t have to be the FM and know all of that technological operational expertise that they may have, but they’ve got to have an appreciation of it,” he said.
Tucker further explained that the relationship between IT and OT is interconnected, and he defined each role. While IT is focused on an organization’s computers, software, and networks that manage data, OT is both hardware and software related to all physical devices and assets operated by FMs daily. Tucker explained that it is a challenge for IT and OT technologies to communicate effectively with each other.
DePriest called the integration of OT and IT as being “paramount.”
Tucker said that, “We’re moving to this era … technology is the foundation for our growth. And if we want to be resilient as an organization post-COVID, we’ve got to embrace it. And we’ve got to have the right skills, the right leaders in the room. We’re going to drive that change.”
Collaborative Responsibilities
During the webinar, DePriest and Tucker outlined the responsibilities that IT and FM now share through their integrated relationship, including:
- Driving digital transformation: Leading initiatives that improve operational efficiency, enhance customer experience, and create competitive advantage.
- Aligning IT with business strategy: Developing a strategy that aligns IT initiatives with broader business goals.
- Acting as change agents: Driving change and helping organizations adapt to new technologies, processes, and business models.
- Managing talent: Developing ways to attract, retain, and develop top IT talent to ensure organizations have the necessary skills to remain competitive.
- Fostering innovation: Encouraging learning, innovation, and experimentation and helping the organization evolve with changing technology and adapt to market changes.
DePriest explained that it all comes back to “what is the problem that we’re trying to solve, and to me, that is an outcome of connecting with our own internal clients.”
Artificial Intelligence (AI)
FMs must also be ready to use AI. Tucker said AI will ultimately lead organizations to increased productivity.
DePriest explained that for generative AI “it’s too early to tell right now exactly what it’s going to mean for FM. There are certainly some use cases that fit right now.
“I know my team is using it for things around data and analytics. If we’re struggling with how to write a very complex query to merge two different data sets into a single view, we have an internal chat agent,” DePriest said.
DePriest said, “The more we can encourage folks to engage with it and try it and see what works and what doesn’t, it’s better for them. It’s better for their career path, it’s better for us as leaders, and then ultimately that aligns up to what businesses are asking for.”
Learn More
To watch the webinar in its entirety for free, click here. For IFMA’s white paper on the summit, click here.