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The Worlds of Facility Management and Workplace are, by definition, highly mobile and evolutive.

On these pages, you will find technical articles, news, reports on congresses and conferences in which Spaceonmove took part as well as positions or “mood tickets” which should give you a particular insight into these two fields. Nice readings.

Growth, growth…

Growth is an integral part of human DNA from birth, both physically and psychologically. It can therefore be particularly difficult to channel this momentum throughout life, and even more so in a professional context.

Measured, organic and structured growth is one of the fundamental pillars of our economic world. Most specialists emphasise its importance for market stability and for the balance of national and international economies. It is also legitimate and healthy to aspire to progress, develop and explore new horizons.

However, for several decades now, we have been witnessing increasingly disorderly and exponential growth, based on economic models that are no longer necessarily in line with the imperatives of sustainability or the expectations of consumers and citizens.

This phenomenon is accompanied by a weakening of trade relations and an increasingly obvious violation of the basic principles of good governance. This is hardly surprising when we observe the headlong rush of major economic powers, whose abysmal budgetary imbalances seem to go hand in hand with excessive expansionist ambitions.

Is it still possible to change this model without heading for disaster? In theory, yes. In practice, this requires several conditions to be met, which many players, whether private or public, do not seem willing to comply with.

In other words, there is ‘good’ growth and ‘bad’ growth, and the latter is currently tending to supplant the former. According to the classic principles of economic management, those who do not progress do not stagnate they regress.

However, other models exist, as do virtuous governance practices, even if the notion of measured growth sometimes seems to have become taboo in certain insider circles. We all bear some responsibility: producers focused on volume, consumers who always want more at lower prices, shareholders obsessed with capital gains and short-term returns, and governments that complicate trade agreements with a host of taxes, duties, restrictions and various barriers.

Yet measured growth is very real. It is frequently found in SMEs, which pursue different objectives from those of large groups and face other challenges: offering quality services at reasonable prices, maintaining stable jobs and retaining a satisfied customer base. Admittedly, presented in this way, this model does not inspire the most ambitious.

Nevertheless, the sum of these respected and respectable SMEs forms the foundation of stability for local and regional markets and, ultimately, for the states themselves. Global and regional economies are complementary, and moderate, clearly regulated growth offers positive and sustainable prospects.

Ultimately, it is certain forms of populism, combined with the bellicose rhetoric of some states and governments, that are undermining an already precarious economic balance. Most citizens do not ask for much: they simply aspire to live with dignity, contributing directly or indirectly to the economy of their country and region.

This reminds me of a remark made by a former teacher: ‘Never give matches to high-flying intellectuals, they might set the whole house on fire.’ Unfortunately, we are not so far from that. But let us remain hopeful.

Enjoy reading and see you soon.

Recent posts

  • Real estate: victim or beneficiary of AI…

    Artificial intelligence is gradually establishing itself as a major factor in the transformation of the real estate sector. Both an opportunity and a source of disruption, it is already changing building management, particularly through facility management, thanks to the massive use of data and process automation.

    Beyond technology, AI is redefining real estate uses, occupant types and, ultimately, the very organisation of cities. More flexible spaces, more technical infrastructure, new balances between urban centres and suburbs: the impact goes far beyond the professional real estate sector alone.

    While AI is revitalising the sector and optimising its management, it is also challenging certain established models and profoundly transforming the real estate industry. Those players who are able to anticipate, integrate and support these changes will emerge stronger.

    The question is no longer whether AI will transform real estate, but how the sector will adapt to it.

  • Who grasps at too much loses everything…

    In a professional world where hyperactivity and omnipresence are valued, many end up ‘biting off more than they can chew’. Being everywhere, all the time, does not guarantee quality or efficiency.

    On the contrary, management requires prioritising, taking a step back and finding the right balance between global vision and operational understanding. Neither micro-management nor ‘helicopter’ management: each project and each employee requires a different level of involvement.

    Throughout my career, I have found that managerial effectiveness is based on a simple reality: you are better at managing what you have once practised yourself. Organisations benefit from supporting their managers — whether parachuted in or not — so that they can develop authentic leadership, especially in times of tension, when true nature comes to the fore.

    The real challenge for management today? Focusing on the essentials to better support teams and drive action.

  • Retention versus Acquisition…

    We often hear that retention costs less than acquisition. It has almost become a mantra… which many companies forget to apply daily.

    As customers or employees, we have all felt this disconnect attention suddenly shifts to newcomers, the most generous offers are reserved for them, and those who have been around for a long time are pushed into the background. This imbalance always ends up being noticed and then paid for.

    In some sectors, this logic still works: the mass of new entrants easily compensates for losses. But for most organisations, those operating with real margins and limited teams, stability depends on other factors: recognition, reliability, the way people are treated… including when they leave. Because nothing speaks louder than the way a company supports its ‘departing’ employees.

    Retention is not a symbolic gesture or an HR routine: it is a strategic investment, a marker of culture and often a decisive competitive advantage. And at a time when AI is pushing companies to rethink many things, it is perhaps precisely these human practices — simple, consistent, constant — that will make all the difference.

  • Banks: standing out from the crowd, yes, but how?

    The banking sector has always been evolving, but AI and new customer expectations herald a much more radical transformation. With services and products largely similar from one bank to another, the real differentiation now lies in the quality of advice and customer relations… a challenge made all the more complex by the fact that customers are more volatile, more demanding and better informed.

    In private banking and Ultra High Net Worth banking, retaining customers who already have everything is becoming almost impossible. Exclusive events, personalised attention and premium experiences are showing their limitations. What remains is the human relationship, which is valuable but costly, and sometimes a source of internal abuses.

    Is this race for differentiation sustainable? Probably not. Regulatory pressure, rising costs and customer volatility point to consolidation in the sector, where only the strongest players will survive.

    As Bill Gates said: ‘Banking is essential, banks are not.’

    A powerful reminder of the urgent need to reinvent the banking model.

  • Never forget where you come from and to whom you owe your success…

    Success is never a solo journey

    In today’s world, it is common to hear people claim they are “self-made”. Yet in both professional and personal life, very few have built their path without the support of a manager, a mentor, an investor, a colleague – or even a family member.

    Ambition is powerful when it drives us to grow. But it becomes sterile when it comes with a denial of gratitude towards those who stood by us. The corporate world is an extraordinary playground, but it operates on rules, codes – and above all, human relationships. Lasting success is almost always a collective achievement, rarely a solitary one.

    Behind every career stand supportive figures who believed in us, encouraged us, and sometimes opened crucial doors. Acknowledging their role does not diminish our achievements – it elevates them.

    “Ambition is like stilts: it raises a man, but it never makes him greater.”

  • Facility Management (FM) services will be impacted by AI

    FM will not escape the AI wave.

    Monitoring, planning and diagnostic tasks will be automated. Internal teams? They will have to reinvent themselves — or risk being left behind. The urgent questions to ask today are:

    • Which activities will be replaced by AI in the next 2 to 5 years?

    • Should we internalise… or outsource to a full-service provider?

    • Invest in BIM/BMS + AI? Train teams now?

    Time is against those who wait. The window of opportunity is closing fast. In another context, the Canadian Prime Minister said in Davos: ‘If you’re not at the table, you’re on the menu.’ This also applies to AI.

    FM remains a strategic area — but it now requires radical agility.

  • Will artificial intelligence spell the end of workspaces, whether traditional or collaborative?

    Will artificial intelligence revolutionise our workspaces?

    More than just an evolution, a silent revolution is on the horizon. Offices as we know them will be fundamentally redesigned: modular spaces, areas shared between humans and AI servers, new rhythms and new functions.

    AI is not yet replacing humans, but it is relegating them to a different role, which is changing everything in the way we organise our workplaces. The commercial property market will also have to reinvent itself to keep pace with this rapid transformation.

    Anticipating rather than enduring: that is the real challenge. Our companies and decision-makers must start planning for this change now… before the new world of work is forced upon them.

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