ISS 2020 Vision Future of Service Management | Page 111

New operating models will come to supplement existing ones, with most collaborations
falling on the spectrum of emerging sourcing models. The growth of outsourcing as a
strategic consideration requires Service Managers to assess the merit of different sourcing
approaches that best meets their organizational needs. The increasingly integral role of FM
necessitates a more nuanced look at the risks and values associated with outsourcing for any
given process or activity and the implications this has on service outcomes. Organizations
should think about where their competencies lie and where their potential for differentiation
resides when considering outsourcing. 136 Outsourcing is an undertaking that must be aligned
and embedded within an organization’s vision and contribute to the strategic, management,
or operational objectives derived from said vision, within a given time horizon. 136
The greater support organizations receive from their partners and collaborators within the
value network will allow them to continue towards hyper-specialization. Service providers
should look to invest in developing and fine-tuning their competencies as a way to
enhance their competitiveness and deliver excellent service that exceeds expectations and
has meaningful contributions to the strategic objectives of a client organization. Figure 45
outlines the greatest future workforce requirements for the services industry.
Creative, adaptive and innovative thinking
28%
Resiliency and adaptability
20%
Social intelligence and emotional skills
16%
14%
Independent, self-starter attitude
7%
Virtual collaboration skills
7%
Trans-disciplinary sense-making
Cognitive load management
New media literacy
Design mindset
4%
3%
2%
Figure 45: What are the biggest workforce requirements in the future? (Source: CIFS, ISS, IFMA, CoreNet
Global Survey, 2016)
136 ISS World Services, ISS 2020 Vision: Future of Outsourcing and Perspectives for Facility Management, White Book, 2015.
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