Spaceonmove

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• Pragmatism in the face of inflexible standardised processes

  • Posted on 30 May 2026
  • Tag : Facility Management
  • Tag : Talk
  • Tag : Workplace
  • Filed in category Article

  We live in an era where industrialization, standardization, and algorithms dominate our organizations. The benefits are undeniable: productivity gains, security, and transparency. In 95% of cases, these rigid processes work perfectly. But what happens in the remaining 5%?

  It is often within this tiny margin that the difference between a “good” service and an “excellent” one is made. Yet, when facing these specific cases, we too often witness bureaucratic inflexibility where employees hide behind the excuse: “It’s the system.”

  The result? Customer frustration, a loss of purpose for teams, and avoidable errors.

  The real challenge is not to reject standards, but to integrate pragmatism from the design phase: • Plan for controlled workarounds to handle the unexpected without blocking everything. • Bring together technical experts and field practitioners to anticipate flaws. • Accept that total rigidity is the enemy of customer satisfaction.

  Tools must remain at the service of humans, not the other way around. To achieve excellence, leaders must demonstrate the intellectual flexibility required to give their teams some room to manoeuvre.

• Putting an end to complexity: quite a challenge

  • Posted on 23 May 2026
  • Tag : Conference
  • Tag : Facility Management
  • Tag : Workplace
  • Filed in category Article

  Has complexity become an end within our organisations?

  In a frantic race towards sophistication, we often confuse the means with the ends.

  Here are a few examples to avoid: • Creating multiple versions of a presentation just for the sake of it. • Adding technical metrics that nobody uses. • Creating cumbersome processes that cause us to lose sight of the goal.

  The result? A colossal waste of time and skyrocketing costs.

  It is not a question of going back to the Stone Age, but of applying a common-sense principle that is all too often forgotten: the KISS principle (Keep It Simple and Smart). Before adding another layer of complexity, let us ask ourselves the only question that matters: ‘What are we really talking about?” True performance lies not in accumulation, but in clarity of purpose. Whether for a pianist, a watchmaker or a manager, it is the result that gives meaning to the technique, not the other way round.

  And you, what is the unnecessarily complex process you’d like to simplify tomorrow?

• Work: between social devaluation and source of meaning

  • Posted on 09 May 2026
  • Tag : Event
  • Tag : Facility Management
  • Tag : Talk
  • Tag : Workplace
  • Filed in category ArticleDocument

  Work is not just a contract. It’s a space of meaning, identity, recognition — and sometimes, genuine passion.

  Yet, in public discourse and everyday conversation, it is too often reduced to a chore, a necessary evil, or even a source of alienation. This gap between lived experience and social perception deserves closer scrutiny.

  When working conditions are fair, human relationships respectful, and goals genuinely shared, work becomes a source of motivation — even in the most practical or socially undervalued roles.

  SMEs, particularly in manufacturing, often benefit from this naturally: every action has visible impact. But in large corporations or service sectors, this connection must be actively built — through transparency, recognition, and celebrating small, daily wins.

  The challenge is not to make work “perfect” — but to restore its dignity, and its human value.

• There are consultants and consultants…

  • Posted on 25 Apr 2026
  • Tag : Conference
  • Tag : Facility Management
  • Tag : Workplace
  • Filed in category Article

  In a world where the word ‘consultant’ often makes people cringe — especially in business — it’s time to take a more nuanced view. Yes, consultants can bring real value. But on one condition: you have to know how to choose them, define them and, above all, know why you’re calling on them. There is no such thing as a consultant, but rather consultants. And each profile has its place — strategic, tactical, operational. But be careful: on an operational level, a consultant is often ill-suited. Here, we need specialists who do, not those who get things done

  Before calling in a consultant, ask yourself five essential questions:

  1. Does their DNA match my needs? Many claim to do everything. Few do it well. Check their actual expertise — not their marketing CV.
  2. Am I prepared to act on their recommendations? If the answer is no, there’s no point in hiring them. A consultant is not a strategy decorator.
  3. Is my organisation ready to welcome an ‘inquisitor’? A consultant is also a mirror. And sometimes, we don’t like what we see in it.
  4. Are they able to adapt to my context — or do they come with their ‘ready-made recipes’? ‘Copy-pasting’ between clients is the beginning of failure.
  5. Is there human chemistry? A power struggle from the outset = a doomed project.

  For large companies: The consultant is often a ‘seal of legitimacy’ — legal, strategic, political. Their client is not always the one working in the field, but the one who signs the cheque. For SMEs: It’s different. Here, we are looking for pragmatism, proximity, and real-life experience. Not theories promising 20% miracle savings, but solutions that are adapted to the field, co-constructed, and above all, applicable.

  My observation, after more than seven years of supporting SMEs and start-ups: what made the difference was not my ‘programme’. It was my background, my concrete experiences, my ability to understand the real issues — and to find compromises between ambition and reality.

  Three strong convictions:

  1. There is room for everyone in consulting — as long as you position yourself with clarity and authenticity.
  2. The client must know themselves in order to know what type of consultant they need.
  3. SMEs deserve turnkey solutions, far removed from grand theoretical discourse and standardised models. To disparage consulting is to overlook a powerful tool — sometimes misused, but rarely useless. The real challenge? Choose wisely, engage with humility, and act with determination.

• Succession planning: an often-overlooked pillar

  • Posted on 19 Apr 2026
  • Tag : Facility Management
  • Tag : Talk
  • Tag : Workplace
  • Filed in category Article

  In many companies — even medium to large ones — succession planning is still treated as a ‘management exercise’ rather than a lever for governance and resilience.

  Yet anticipating transitions, training future leaders, and communicating clearly about potential is good managerial sense. And it’s not a question of ‘glamour’ — it’s a question of trust, transparency, and sustainable performance.

  Many leaders say that this is done ‘intuitively’. But without formalisation and communication, it becomes a breeding ground for rumours, frustrations… and sometimes passive resignations.

  I have been involved in succession discussions for years — and I have always found them rich in strategic debate: objectives, skills, mobility, training, positioning… and above all, alignment of expectations.

  Since 2019, I have seen too many companies avoiding the subject, at the risk of seeing their operational efficiency erode. Secrets, unspoken words, rumours about promotions: this is not management, it is disengagement in progress.

  ‘Plans change all the time’? It doesn’t matter. Having one—even if it’s flexible—is a sign of seriousness. For teams, it’s also a sign of stability: choices aren’t made at random or based on affinity.

  Yes, it takes time. But it’s a strategic insurance policy: you don’t take out fire insurance hoping your house will burn down. You do it to be prepared if the worst happens.

  What about you? Does your company have a succession plan — one that is clear, shared and dynamic?

• Growth, growth…

  • Posted on 21 Mar 2026
  • Tag : Facility Management
  • Tag : Talk
  • Tag : Workplace
  • Filed in category Article

  Growth is an integral part of human DNA and one of the foundations of our economic system. When measured, structured and sustainable, it contributes to market stability and harmonious economic development. Progress, innovation and exploring new horizons are not only legitimate, but necessary.

  However, for several decades, growth has often turned into an exponential race, driven by economic models that are increasingly out of step with sustainability issues, governance and citizens’ expectations. The pursuit of volume at all costs, short-term returns and geopolitical tensions are undermining an already precarious economic balance.

  Yet other paths exist. Many SMEs demonstrate that controlled growth, focused on quality, job stability and customer satisfaction, is an essential lever for strong local and regional economies. These models, less spectacular but more resilient, deserve to be further promoted. Collectively rethinking our relationship with growth is not a hindrance to progress, but a condition for its sustainability.

• Real estate: victim or beneficiary of AI…

  • Posted on 14 Mar 2026
  • Tag : Facility Management
  • Tag : Talk
  • Tag : Workplace
  • Filed in category Article

  Artificial intelligence is gradually establishing itself as a major factor in the transformation of the real estate sector. Both an opportunity and a source of disruption, it is already changing building management, particularly through facility management, thanks to the massive use of data and process automation.

  Beyond technology, AI is redefining real estate uses, occupant types and, ultimately, the very organisation of cities. More flexible spaces, more technical infrastructure, new balances between urban centres and suburbs: the impact goes far beyond the professional real estate sector alone.

  While AI is revitalising the sector and optimising its management, it is also challenging certain established models and profoundly transforming the real estate industry. Those players who are able to anticipate, integrate and support these changes will emerge stronger.

  The question is no longer whether AI will transform real estate, but how the sector will adapt to it.