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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.

Workplace – A place of development and excellence…

For many people, their professional activity represents a real opportunity for development and excellence. This fulfilment depends on a structured environment, a rewarding framework and a meaningful corporate culture.

Although it is common in some circles to criticise companies and their leaders—accusing them of being profiteers lacking in empathy—it must be recognised that a positive working environment, in all its dimensions, contributes to building a safer and more rewarding society.

Workspaces, in their physical and architectural design, are the foundation of a complex structure, complemented by modern and supportive management. A sustained pace of work is not necessarily a source of stress or constraint, if the environment is rewarding, the management attentive, the colleagues pleasant and the professional partners of high quality.

It is not revolutionary to say that experience is best acquired in a safe and well-designed environment. What is more revolutionary is to note that some companies neglect this aspect under the pretext of financial constraints. However, providing a rewarding work environment promotes skills development and collective excellence.

Most employees are proud to show off their workplace. This pride stems primarily from a building and infrastructure that meet high quality standards, combined with functional, clean, bright, engaging and, why not, welcoming spaces.

Contrary to popular belief, making a workplace attractive does not always require considerable investment. Involving employees in the planning process, consulting professionals and, above all, communicating clearly are simple and inexpensive levers that offer high added value.

A welcoming working environment encourages employees to develop and, as a result, to strive for excellence. This creates a virtuous circle, combining personal satisfaction, a sense of belonging and pride in contributing to a company that values not only its products or services, but also the expertise and quality of its workforce.

Examples include luxury groups, prestigious hotels, watch brands, banking establishments, but also smaller structures. Differentiation lies not only in products, but in the entire value chain — of which employees’ workspaces are an essential component.

It is a mistake to believe that customers only perceive the spaces intended for them. Back offices must also be carefully designed. There is no need to use the same materials or finishes as in visible areas: it is simply a matter of showing respect for staff, who will in turn convey this to customers.

Fortunately, there are many inspiring examples in Switzerland and Europe that demonstrate the relevance of this approach.

Developing not only technical skills but also corporate values through its spaces and staff is a genuine social commitment. This is how a company can shine in its most noble form.

Let us dare to believe that even the most reluctant will understand that the quality of workspaces is a major lever for development and excellence.

Enjoy reading and see you soon.

Recent posts

  • 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.

  • Standing out: an art, a doctrine or an obsessive disorder…

    Is standing out an art, a doctrine or an obsessive disorder? This gradation often seems to be ignored by some people and companies.

    The art of standing out In a world that is increasingly standardised, if not standardised and pacified, standing out can be an art. It’s about finding the right niche, the right approach and the right message, even if it means shocking, challenging or disturbing. This dynamic has always existed, but social networks seem to have taken it to the extreme. What was once art can quickly become disorder. The doctrine lies somewhere between these two extremes, institutionalising certain aspects and amplifying others. (…) In conclusion Standing out from the crowd is often an art which, over time, can degenerate into dogma, or even obsessive disorder, threatening the very survival of a company. The resulting blindness prevents any questioning, on pain of exclusion. It all comes down to a subtle balance between strategic vision, ethics and sensitivity, whether some of today’s ‘bulldozers’ like it or not.

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