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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.

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

In an increasingly polarised and self-centred world, remembering where we come from and acknowledging those who contributed to our success often seems, at best, an almost impossible act of humility, and at worst, a perceived threat to one’s ego.

Egotistical and narcissistic personalities have always existed across all layers of society. However, the rise of new media platforms, offering unfiltered and often uninhibited communication, has amplified this phenomenon and led to situations that can be, to say the least, disconcerting.

It has become commonplace for individuals to claim that they achieved everything on their own, without the support of family, mentors, or benevolent figures who guided, encouraged, or assisted them on their journey towards visibility and recognition. Here, we will exclude those born with a “silver spoon in their mouth” to focus instead on the majority.

Ambition is a virtue. It drives us to push our limits, explore new horizons, and seek solutions to sometimes existential challenges. Yet, when ambition leads individuals to insist, they have “made it entirely on their own”, it often reflects a lack of respect and empathy towards those who supported them along the way.

In professional life, it is exceedingly rare for anyone to claim a career, a business, or a model built without any form of sponsorship. Whether these sponsors are managers, relatives, investors, or mentors is irrelevant: each, at some point, provided invaluable support.

Rewriting history to one’s advantage is nothing new. What is striking, however, is the lack of acknowledgement among certain so-called self-made men or women. Long-term success is built almost exclusively through collective effort. Some influencers may indeed enjoy personal triumphs, yet these are rarely sustainable or rooted in the spirit of sharing.

The corporate world is a remarkable arena for growth and experimentation, but it follows codes and rules that one must understand and respect. Boldness can sometimes propel individuals forward, but when substance and performance are absent, setbacks tend to be as brutal as the rise was swift.

Knowing where one comes from, understanding the subtleties and culture of an organisation, and surrounding oneself with sponsors or supportive allies are key factors for a lasting career—despite what those who thrive on fleeting moments of glory may claim.

Throughout a long career, one inevitably encounters benevolent figures: managers who believe in us, mentors who challenge us, colleagues who support us, or relatives who encourage us. They provide opportunities, open doors, and nurture growth. To recognise their contribution does not diminish our own achievements; rather, it reflects gratitude and clarity.

Our world is full of ambitious individuals who forget that their success often stems not only from personal drive but also from favourable circumstances and, above all, the unwavering support of others.

I like to recall this saying: “Ambition is like stilts: it raises a man, but it never makes him greater.”

Best regards, and until next time.

Recent posts

  • 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.

  • Sophistication, the enemy of managerial efficiency

    I realised that complexity does not equal performance. In some companies, people believe that a complicated organisation is a sign of good management. Committees for everything, multi-level approvals, lengthy procedures… And what is the result? Tired teams wasted time and reduced efficiency. I remember a manager who boasted that he had ‘everything under control’. But the more he controlled, the less progress was made. Employees no longer dared to make decisions. Projects got bogged down. He didn’t realise that by making things more complex, he was stifling creativity and responsibility. True mastery is simplicity. The most successful organisations I have known were surprisingly calm. No chaos, no micro-management. Just autonomous teams, a clear framework, and a management team that trusts its people. Simplifying does not mean losing power. It means empowering collective intelligence. So let’s ask ourselves the question: ‘Where can I simplify today to make my team more effective?’ Because ultimately, true leadership is not measured by the complexity we create, but by the clarity we inspire.

  • A word at the start of a year marked by the tragedy in Crans-Montana

    On 1 January, Switzerland was struck by tragedy. At this time of mourning, messages about technology, future projects and reflections on work are inappropriate. All that matters now is empathy.

    Our thoughts are with the victims, their loved ones, and all those directly or indirectly affected—many of whom are among us. Thank you to the first responders, the emergency services, and all those who acted with courage and solidarity.

    Complacency in matters of safety has never been tolerable. This tragedy confirms this, shamefully. The technology exists. So does the knowledge. The solutions are proven. So why?

    The time for justice will come. But already, legitimate anger is rising: how could such an event have occurred in a country renowned for its rigour, reliability and respect for rules?

    We must, with tact but determination, rebuild a safer future — for this wounded generation. Enforce, invest, control, sanction. Not suggest. Not delegate. Not warn.

    Human beings move forward, even when something breaks inside them. But this break must spur us to act — concretely, without compromise.

    To the authorities, to businesses, to designers, to safety officials: the time for concrete improvements is now. And control, again and again.

  • Would you like some positivity and optimism?

    Despite the geopolitical, economic and social challenges that mark our times, maintaining a degree of optimism is not a luxury — it is a civic duty, a form of courtesy towards oneself and others.

    The media often amplify anxiety. But there are also discreet, benevolent actors who move forward without seeking the limelight. Recognising this also means remembering that we are not alone in facing challenges — and that we will need each other in 2026.

    Critical thinking is essential. But it must not degenerate into sterile negativity. Knowing how to strike the right tone and choose the right words is also a form of emotional intelligence – and sometimes, benevolent humour.

    In Switzerland, most of us still enjoy stable living conditions. This is a privilege that we must recognise – without complacency – and transform into positive energy for the coming year.

    2026 may not be any easier… but it will be what we make of it — together.

    Happy New Year to all. May 2026 bring you peace, projects and resilience.

  • Old recipes in the world of AI…

    Some old recipes stand the test of time, both in cooking and in management. They remind us that the essential remains the same: people.

    AI, new technologies and structural upheavals are transforming the way we work. What we thought was a given is rapidly disappearing, and we need to rethink our methods, our teams, our spaces and our relationships with an increasingly mobile customer base.

    However, some ‘old management recipes’ remain relevant today… provided they are adapted to today’s realities. They require experience, tact and self-sacrifice, but they help to maintain cohesion, commitment and performance.

    The new generation is entering a world where the codes are profoundly different from those of their parents. They will have to adapt quickly, find their way and build their own balance. And we are confident that they will succeed.

    Interpersonal skills, listening, collaboration… these fundamentals remain at the heart of any success. Even in a hyper-technological world, the human element does not disappear: it remains the key.

    As the year draws to a close, let us hope to combine innovation and wisdom, modernity and humanity for 2026.

  • Resilience and proactivity…

    In a global environment marked by complexity, uncertainty and growing geopolitical tensions, resilience and proactivity are two essential skills. They are neither theoretical nor artificial: they are forged through personal and professional trials, in those moments when we discover unexpected inner resources. Resilience enables us to maintain stability, keep a clear vision and take a step back in the face of adversity. It is a discreet but decisive force that helps us move forward calmly even when our bearings are shaken. Proactivity, on the other hand, transforms this inner strength into action. It enables us to anticipate risks, prepare alternatives, identify opportunities and support teams in demanding environments. It is not just a working method: it is a state of mind, based on clarity, preparation and the ability to cope. By combining resilience and proactivity, it becomes possible to lead projects in a more robust manner, manage the unexpected with calm, and create the conditions for lasting success — even when it doesn’t make a big splash. It is often these quiet, solidly built successes that enable us to move forward, innovate, and unite. In a world where instability can be demotivating, these two approaches offer a real lever for staying committed, performing well and remaining aligned with one’s values.

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