ISS 2020 Vision Future of Service Management | Page 115

At the same time, technology and social changes are expanding boundaries of what can be
offered as a service. We are witnessing the emergence of the office-as-a-service, the home-
as-a-service, and mobility-as-a-service and so on. This “everything-as-a-service” paradigm
presents both a challenge and an opportunity for FM service providers. It increases the
number of potential service touch points and service moments. As a result, the service value
chain is becoming more complex, requiring a greater number of hyper-specialized service
actors to participate in the provision.
The challenge emerges from the fact that other providers who have not traditionally been
involved in the provision of services to end-users and for the built environment can now
enter into this market. With new approaches to applying technologies and interfacing with
end-users, these new providers can suddenly set a new bar and overthrow established giants
in the market. 139
It also provides an opportunity for FM service providers, should they choose to seize
it. Strategic partnerships will be important in order to maintain and further your market
position. The European definition of FM is focused on “integration of processes to support
the core business”. If FM service providers can live up to this self-image, they will be ready to
set up the platforms and systems to monitor end-user behaviours and design and implement
services to support them.
This will require them to think beyond the typical confines of the built work environment.
They should think of their services as having the potential to cover a range of settings –
not only those found in traditional office environments. This could even include providing
services for private households and home-work settings. FM providers already service millions
of potential customers during the work-day, why not help them when their cleaning,
gardening, laundry, etc., when they return to their homes or apartments, if they could afford
it? Delivering on these opportunities requires considering new platform and pricing models;
it also requires a willingness to explore new opportunities and test new solutions in a quick
and cost-effective manner.
We hope that you have enjoyed reading this and the other books in the ISS 2020 Vision
series and that they have inspired you to develop new, value-adding service solutions for your
end-users.
139 Hohnen, M., ISS 2020 Vision: Future of Service Management, 2016
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