ISS 2020 Vision Future of Service Management | Page 99

Today, much of the interaction between the Facility Manager and the end-user happens
through the buyer. With advancements in technology, the direct interaction between end-
users and Facility Manager will increase significantly, and in most situations without any
effort from the end-user, but solely through seamless technological monitoring systems. It
is important to make the distinction between the user engagement among byers, which
typically is large, since they have FM as one of their key responsibilities, and among end-users
to whom FM is a service that they have no responsibility over and that is consumed without
explicitly thinking about it.
The Facility Manager should explore the possibilities for value creation in cooperation with
the buyer, and ensure that services are supporting the client organization’s strategy. This
dialogue is central to the client relationship, and the Facility Manager needs to fully exploit the
technological applications available to service the buyers’ expectations. The Facility Managers
should strive to establish the best possible intelligence to measure the actual behaviour of
the end-users and use this to adjust and improve the service delivered. The Facility Manager
needs to demonstrate an ability to provide value, by helping the client to move the end-users
towards a desirable behaviour, aligned with their culture and strategy. By demonstrating this,
the Facility Manager will be able to move further away from being perceived as an expense
item only, and closer towards being experienced as a strategic partner.
5
Prioritise
services -
increase
satisfaction
4
A tool for facilitating the discussion around prioritization of service and ensuring focus on
supporting the clients’ strategic goals is a simple coordination system illustrated in figure 37.
3
Too many
resources
spent?
2
1
1
2
3
4
5
Satisfaction
Figure 37: Insight@ISS method for calibrating resources to
services (Source: ISS, 2016)
The purpose of the tool is to engage in a dialogue with the buyer in order to “hit the sweet
spot”, where the services most important for the client are the ones that meet and exceed
expectations. By assessing the importance, the client becomes conscious about the relation
between the client organizations’ strategy and the services delivered. Further, the Facility
Manager can ensure that the services delivered are neither under- nor over-delivered. As
emphasized by the Disney Institute, it is important to “recognize that while your aspirational
goal should be perfection, your practical service goal is not perfection.” 119
A service provider will be expected to not only focus on the quality of the services delivered,
but also to ensure that the right services are being delivered, given the client’s overall
objectives.

119 Jeff James, Leading a Distinctive Culture of Service, 2016
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