ISS 2020 Vision Future of Service Management | Página 75

• Management: Achieving FM efficiency in a customized environment depends
on adopting best practices and optimizing processes or exploiting the scale that a
provider can provide. These are one-to-one engagements focused on predictable
pricing. A key outcome of management services is the efficient management of
custom FM solutions.
• Maintenance: Foregoing personalization enables greater use of standardized
FM solutions. Evolving toward a utility model, the organization achieves efficiency
through scalability, automation and pay-per-use pricing. These are one-to-
many relationships based on a rental approach to FM services. A key outcome
of maintenance services is leveraging efficient large-scale, mass customized
infrastructure services and utilities and lends itself to on-demand outsourcing.
• Optimization: This is a hybrid, emerging model. It focuses on gaining business
improvement through efficiency, speed and agility by leveraging FM services and
solutions in a shared environment. These are either one-to-many or many-to-
many relationships with payment tied to business transactions. A key outcome of
optimization services is the optimization of FM solutions and business processes,
and multi-client sharing of FM business processes and business service utilities – a
networked approach.
• Transformation: This service model focuses on creating, designing, or
supporting a unique solution so highly customized that the business process is,
transformed. These are one-to-one relationships with payment tied to achieving
and supporting business goals; an outcome-based, performance-oriented
payment model. A key outcome of transformation services is the development
of highly customized FM solutions and business processes. FM outsourcing
will move towards transformation services that redefine and shape business
outcomes, cultural change, and attraction of new skills within organizations;
away from the traditional focus on cost reductions, which has blinded senior
business executives to FM’s strategic potential. Businesses are beginning to realize
the strategic importance of FM in boosting business innovation, since it is integral
in all aspects of operations and organizational performance.
Transformation will become a key aspect of FM models in the future, as economic value
continues to progress towards immaterialization. It is about authenticity and personalization
that helps drive a deeper sense of meaning among users. According to our research with FM
providers, this is the area that offers most opportunity for improvement (see section 2.2).
FM service providers can learn important lessons from the sectors that are based on or have
already begun to accept the notion of guiding transformations and creating immaterial value
such as the restaurant, tourism and hospitality industries.
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