ISS 2020 Vision Future of Service Management | Seite 98

organization. Service designs should be centred on providing users with greater freedom and
more flexibility in their work pursuits that will allow for high quality outcomes.
Service touch points & actors
The empowered explorer employs an unconventional “work beat”. They avidly use public
transit and alternative mobility solutions, such as Uber in order to move in between various
engagements. Valuing autonomy and requiring only simple transactional services, the
empowered explorer is not interested in engaging with the service actors behind the scenes.
The boundaries between professional life and private life for the empowered explorer will
increasingly blur to such an extent that they are virtually indistinguishable. For this group, there
is less and less of a distinction between the tools they use, their language and behaviours,
and the clothing they wear, for example.
They complete personal tasks at work, and work tasks at home. The empowered explorer
will continue breaking down the industrial, linear approach towards work and career, cycling
between focused periods where individuals work hard, followed by extended “breaks” for
leisure, learning or other pursuits – they will introduce an alternative “work beat” to today’s
organizations.
Service professionals will be required to arrange for the needed amenities by the empowered
explorer, no matter the location or time. They must maintain a high degree of technical
competence in order to meet the empowered explorers’ expectations for fast, intuitive and
digital service options.
Implications for FM
The empowered explorer poses some challenges for service organizations. First,
occupancy rates in office spaces will likely continue to fall given the behavioural patterns
of the empowered explorer, posing a facility and investment challenge. Second, there is a
management challenge in building, managing, and motivating efficient teams remotely with
service packages that match. As a result, the workplace is no longer just a place to perform a
work task, but rather, needs to be viewed as a strategic asset that reflects the core elements
of the company’s brand, culture, business strategy, and value proposition.
6.7 Buyers versus end-users
In the FM industry, end-users and buyers are often separate, and the service delivery has to
take this into consideration. Whereas the purpose of the service is to deliver value to the end-
user, the archetypes described in the previous sections, the buyer is the one with whom the
FM service provider negotiates, enters into and renews the contract.
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