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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.

“Game over” for a mandate

Often mentioned in the context of strikes, one observation remains: it is much more difficult to finish a project than to start it.

Beyond the satisfaction of having ‘reached the end’, the completion of a project is often accompanied by administrative and technical aspects that are, to say the least, daunting. In fact, few people are enthusiastic about this final phase.

In most projects, particularly in the construction industry, service providers often need to be pushed to resolve outstanding issues, submit documents, maintain the resources needed for finishing touches, etc.

But another, more human aspect is just as essential: ensuring that the team can close the project calmly and peacefully. In the case of long-term projects, their completion can sometimes feel like a real mourning process.

It is therefore valuable to remember the good times, the challenges overcome, the sometimes-epic choices made by ‘specialists’ who are not always so, or even the wishes of certain managers who prioritise “beauty” over ‘efficiency’. These moments of remembrance can take many forms, but one thing is certain: their impact should never be underestimated. At the end of a magnificent five-year tenure with a major private bank in Geneva, I have once again come to the same conclusion: time flies, and it is the women and men of good will, combining competence, resilience, humour and know-how, who make all the difference.

Sharing experiences, proposing innovative solutions, challenging certain preconceptions, investing fully in a project while knowing that one day you will have to leave it: all this is exciting, but it also requires the ability to bounce back.

Ending your term of office in the best possible conditions, both for the client and for yourself, is no easy task. Behind the natural emotion of leaving warm-hearted colleagues, you also have to take care of your exit. Before setting off on new adventures, it is important to pass on the right information, make room for others and allow the ship to continue on its course.

Most managers of large projects are quickly swept up in a new challenge or another assignment. In any case, it is important to anticipate the end of your term with rigour and meticulousness.

When the game is over, you have to ask yourself the right questions, like any good player: do I want to play another game, or set sail for new horizons?

The choices are not always easy, but one thing is certain: there is no point in looking back at the past. It is better to draw on it to bounce back and move forward successfully.

Enjoy reading — and see you soon for new adventures.

Recent posts

  • Workplace – A place of development and excellence…

    The professional environment is not just a functional space: it is a real catalyst for development, motivation and pride.

    A well-designed, bright and engaging work environment, combined with supportive management, promotes both performance and well-being. Contrary to popular belief, it is not necessary to invest heavily to create an attractive workplace: involving employees, paying attention to communication and making the most of existing spaces can already profoundly transform a team’s dynamics.

    Companies that place as much importance on their workspaces as on their products or services develop a true culture of excellence. Because an employee who is proud of their environment naturally becomes an ambassador for their company.

    By rethinking our spaces, we are not only improving comfort : we are helping people and the organisation to grow in the same way.

  • Good governance avoids so many pitfalls…

    Good Governance: A Luxury or a Necessity? Many organisations see governance as an administrative burden. In reality, it is a powerful driver of stability and performance.

    Without clear governance: • responsibilities become blurred, • instability takes hold, • errors and frustration multiply.

    With structured governance: • reporting lines are clear, • decisions are consistent, • projects gain transparency and efficiency.

    Good governance should not be a bureaucratic monster, but a simple framework that answers key questions: who does what, how, and with what level of autonomy.

    Far from being a constraint, it is an essential condition for sustainable success.

  • Workspaces: what strategy to adopt

    Since the pandemic, many companies have been experimenting with office design – open plan, remote work, flex office – but often without a clear vision. The result? A bit of everything, but not enough of anything to truly work.

    Designing effective workspaces is not about chasing trends. It requires a strategic approach that considers: • Company culture, • Business activities and market, • employees’ expectations (especially younger generations), • the need for long-term stability. Poor choices create frustration and hidden costs, whereas a clear and consistent strategy can drive both performance and engagement.

    In short : it’s better to take the time to get it right than to rush into quick fixes that don’t last.

  • Internal re-invoicing – Financial logic and an educational gesture

    Internal recharging: an often-overlooked lever In many companies, internal recharging of services is underestimated… or even deliberately ignored. However, it offers two major benefits: • Identify precisely who generates revenue and who bears the costs. • Remind everyone that no resource is free. Without it, some people adjust the strategy to their advantage, obscuring the reality of costs and hindering transparency. ✅ Implementing an internal re-invoicing system means: • Making real costs visible. • Basing decisions on reliable data. • Training teams on the real value of resources. • Objectively comparing competitiveness with the market. Yes, it’s complex to implement. But transparency is the best driver of progress — and ignoring this practice often amounts to ‘rewriting history’ at the expense of collective efficiency.

  • Revitalizing apprenticeships: a challenge for Switzerland

    What if apprenticeships became a choice for the future again?

    In Switzerland, the dual education system is a real national asset. However, it is losing ground to academic courses that are perceived – sometimes wrongly – as more rewarding or promising.

    There are many reasons for this, including a lack of institutional recognition, recruitment bias, social pressure, and cultural influences. But these reasons should not obscure the reality that apprenticeships are a path to excellence that is enriching, progressive, and perfectly suited to the job market. I know this from experience. Having completed an apprenticeship and supplemented it with continuing education, I have been able to build a career that is exciting, fulfilling, and well-paid.

    It is time to give apprenticeships back the place they deserve in our society and to remind ourselves that success does not always come from a lecture hall.

  • Is the 80-20 principle still applicable?

    In an increasingly complex and unpredictable economic world, companies must now provide ‘120% effort for 80% profit’. The famous Pareto principle (80/20) is losing its relevance. Several structural and contextual factors explain this development or must be considered: • Ever more sophisticated products and shorter life cycles • Increased global competition • Explosion of standards and regulatory constraints • Internal organisational complexity • Poorly identified costs and training that is sometimes disconnected from operational realities To remain competitive, organisations must focus on simplification, intelligent delegation and refocusing on the essentials. It is by cultivating efficiency rather than one-upmanship that they will differentiate themselves and ensure their economic strength.

  • A project that is off to a good start…

    In the professional world of projects – whether technical, financial or construction-related – we often hear the saying: ‘A project that starts badly ends badly.’ And it must be said that this is often true. But why not adopt a more positive outlook? After all, ‘a project that starts on the right foot is more likely to end well’: a simple principle that is often overlooked yet proves to be crucial to the success of a project. Without claiming to reveal any new truths, let’s remember that a solid project relies above all on a team of experts, rigorous planning, and in-depth analysis of the challenges, opportunities, and potential difficulties. Large-scale projects must also include a precise risk assessment. These are inevitable – technical, financial, human, and scheduling – and must therefore be anticipated, documented, and, as far as possible, controlled. This approach is integral to a good start: think about success, of course, but also think about risks.

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