Determining the role of innovation management in facilities management

Abstract

PurposeThis paper aims to consider how an organisation can strategically manage its position with regard to suppliers of multiple services and to suggest a strategy for obtaining and protecting optimum multiple contract management and performance.Design/methodology/approachLiterature review of published work along with questionnaires and interviews with a range of people working within the industry from top managerial level to technicians.FindingsEstablishes that to innovate is a mindset and not a one‐time event. Innovation management principles should be incorporated as a part of daily schedule for each employee at all levels and is essential for supplier companies to prepare themselves for future that brings extreme competition and increasing customer demands.Research limitations/implicationsOwing to constraint of time, the author has done only limited study in specific areas. The literature reviewed is not exhaustive. Many concepts are mentioned and referenced but not explained fully due to space constraints.Practical implicationsHelps facilities managers to exemplify their knowledge and skill, by apprehending the role of innovation management in facilities management (FM) at operational and strategic levels, and establishes the factors that led to the growth and development of innovation as a field and an important part of the FM world, including relationship with suppliers and multiple contract management.Originality/valueDetermines various factors that would guide innovation in multiple contracts in the future and maintain its role in the ever‐changing business patterns and customer demands and suggests future use of innovative strategies in FM solutions and multiple contract management, thereby enabling more effective FM.

Value through innovation in long‐term service delivery

“…Judicious use of the mechanisms these describe is intended to resolve the problems that are by definition unforeseeable at the outset of the project, arising as a consequence of societal, stakeholder, and statutory changes during a 20-30 year contract period. Central to their resolution is the distribution of the attendant risks, which should be borne by the party or parties most able to do so -FM is clearly likely to have the skills and experience, but unforeseeable problems equate to potentially limitless risk (Goyal & Pitt, 2007), certainly an unattractive proposition for any single business entity within a PPP consortium and possibly for the consortium as a whole.…”

“…Additionally whilst others (e.g. Goyal & Pitt, 2007) acknowledged the importance of LCC to FM performance it can be seen that the risks associated with managing LCC within a PPP consortium by the FM function alone are immense.…”

“…It was observed that an emphasis on LCC reduced the overall running costs of the facility over the life of the project (Goyal & Pitt, 2007), but that where the calculations were absent and the focus was once more on lowest capital cost the effect was a rise in running costs and the consequent decrease in profitability. It can be speculated that there could be less emphasis on the importance of LCC calculations in PPP consortia where design and construction, and facility management functions were undertaken by separate commercial entities.…”

Facilities Management Service Delivery in Public and Private High Rise Residential Buildings in Nigeria: A case study of Eko Court Complex and Niger Towers

“…Facilities management has been defined in past researches [6,7,8,9,10]. Facilities management can be summarized to mean creation of an environment that is cohesive to carry out an organisation's primary operations taking an integrated view of the services, infrastructure services and use it to give customer satisfaction and value for money through the support for an enhancement of the core business [5,11,12,13]. All the definitions of facilities management relate building to business activities and environment (business/commercial properties) but facilities management is applicable to residential properties too.…”

Representation of personality traits of managers in an innovative production company

“…Įmonių inovacinė veikla neatsiejama nuo įvairių kylančių problemų (Valentinavičius, 2006;Banytė, 2008;Rothstein, 2006;Drucker, 2009). Dėl inovacijų srities daugiaaspektiškumo ir dinamiškumo sudėtinga apsispręsti dėl galutinės išvados, kiek inovacijos nulemia pramonės konkurencingumą (Goyal, 2007;Sapiegienė, 2009). Inovacinė veikla įmonėse dažnai būna nesėkminga ne dėl techninių, finansinių, o dėl psichologinių, organizacinių veiksnių.…”