Liz Kentish is a very thoughtful strategic thinker on FM in the UK. The idea of FM being a strategic, political discipline vs. a commodity fits in well with a mature view of outsourcing and a 21 century supplier mgt program. Check out her blog on the link below….
I was lucky enough to be invited to the first Bee Craft dinner at the Wax Chandler’s Guild yesterday, where the after dinner speaker was Lord Hattersley. He spoke about his career in both politics and literature.
What particularly caught my attention was the distinction he made between today’s ‘career politicians’ and those of yesteryear, who had worked in industry, been in the forces and so on, moving into politics later on, because they genuinely wanted to make a difference.
I’ve never met anyone yet who works in facilities management who genuinely planned to be in FM when they grew up – so many of us ‘fell into’ FM from other sectors. So my question to you is, is this a good thing? Are we like the politicians of the past, who bring their experience of the commercial world to the House of Commons? Should we promote FM as a second career?
Jones Lang LaSalle Named To 2011′s “World’s Most Ethical Companies” List By The Ethisphere Institute For The Fourth Consecutive Year
CHICAGO, March 21, 2011 /PRNewswire/ — FORTUNE has announced that Jones Lang LaSalle has again been named to its exclusive list of the “World’s Most Admired Companies,” the definitive report card on corporate reputations. The firm was recognized as one of the real estate industry’s leaders based on criteria that include corporate social responsibility, quality of services and global effectiveness.
“Our colleagues across the world work diligently to drive value and innovative solutions for our clients,” said Colin Dyer, Jones Lang LaSalle CEO and President. “It is an honor to be recognized for the responsible corporate citizenship, superior client service and integrated global platform that enable them to deliver successful results.”
FORTUNE survey partners at Hay Group, a global management consulting firm, employ rigorous methodology to compile the list. It started with some 1,400 companies: the FORTUNE 1,000-the 1,000 largest U.S. companies ranked by revenue; non-U.S. companies in FORTUNE’s Global 500 database with revenues of $10 billion or more; and the top foreign companies operating in the U.S. The companies were then sorted by industry and the 15 largest for each international industry and the ten largest for each U.S. industry were considered.
A total of 673 companies, from 57 industries and 32 countries were surveyed. To create the 57 industry lists, Hay Group asked executives, directors, and analysts to rate companies in their own industry on nine criteria, from investment value to corporate social responsibility. This year only the best are listed: A company’s score must rank in the top half of its industry survey to be named most admired.
The full list and related stories appeared in the March 8 issue of FORTUNE, and at: http://money.cnn.com/magazines/fortune/mostadmired/2011/full_list/
I had a chance to participate in a great session this week in Amelia Island, Florida at the Sourcing Interest Group Summit. The session was led by Kate Vitasek, from the University of Tennessee, author of Vested Outsourcing. Kate discussed the 5 Rules of Vested Outsourcing. Vested Outsourcing is a great concept. The ideas outline how buyers and suppliers can both win by structuring outsourcing agreements where both parties win.
Check out her blog below-
In a Vested Outsourcing relationship organizations work together upon a foundation of trust where there is mutual accountability for achieving the outcomes. The five key rules of a sound outsourcing partnership set the stage for companies to take their outsourcing relationships to the next level – a true vested performance partnership.
Japan’s TEPCO preparing to release radiation from second reactor | Reuters http://t.co/dmfHkvk via @reuters
A dated article focused on IT outsourcing, but these ideas are influencing CRE/FM outsourcing in a significant way
" If you go back 20 years, the message behind outsourcing was, "Come and take over my IT." The IT organization handed over responsibility for everything including interaction with the business units. It was not just a portion of IT or a piece of the data center. It was all of IT, and in some cases that included the CIO. The change that we've seen is there's a step toward multi-sourcing. There may be a line cut, for example, between infrastructure outsourcing and applications development. Some of these services are best-of-breed outsourcing selections and a lot of analysts are encouraging clients to do multi-sourcing. But when they outsourced to a sole provider, the management level on top and the reporting and transparency was intact. With multi-sourcing you have silos of management and reporting, limited visibility and service-level agreements in silos.
What's the best way to deal with that?
The next step will be to pull all of that together into business services. There's a layer of service management at the enterprise level that is necessary to do all of the translation from the intricate specific detail around service levels, availability and outages, for example.
What does the corporate IT department do in the future?
Before we used to counsel the client on how to be the best they could be at planning, designing, building and running IT. There's still some of that activity, but they need more of a skill set for sourcing, integrating and managing. That's an evolutionary need now within IT".
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As part of a global think-tank, in co-operation with German management consultancy h&z, the PIU has recently concluded a series of executive-level international events focussed on mega trends in procurement. The events, held in Munich, New York and Shanghai, brought together supply chain professionals from multinational organisations as well as leading procurement academics to discuss the trends that are likely to impact our function over the coming ten years.
- Socially Responsible Corporations
Consumers and investors will associate themselves with organisations that support their ethical ideals. The two main avenues for these responsibilities are human rights and environmental performance. It is procurement’s responsibility to manage and own these relationships with a supply base that will inevitably come under closer scrutiny over the next decade.
- The Rise of Asia
The transition from low-cost markets to key customers. Countries such as China will move from low-cost sourcing hubs to sources of innovation. The market will mature in terms of goods produced and goods consumed.
- Persistent Insecurity
Individuals and corporations will perceive a constant risk of cyber attack and terrorism. The fact that we have begun to operate in geographies that are more susceptible to natural disasters will also impact procurement into the future.
- Scarcity of Natural Resources
We will move beyond straightforward inflation; the supply of critical resources will no longer be a question of money.
- Diversification of Offering
In order to meet evolving consumer demands, companies will provide ever more personal and customised services to their customers.
- Leading from the Middle
As supply chains become more collaborative and complex, the roles and responsibilities of middle managers will increase. The role of an omnipotent CPO/CEO will diminish.
As emerging markets become critical customers, we need to tailor products to suit customers in multiple geographies.