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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.

Would you like some positivity and optimism?

Despite the prevailing gloom and the geopolitical, economic and societal challenges that mark our times, allow me, for once, to invite you to a moment of positivity.

The media – both traditional and digital – tend to amplify anxiety, highlighting tragedies, conflicts and failures. This is often what attracts attention and what algorithms favour. But that should not prevent us from recognising what works, what moves us forward, what heals – often discreetly, without fanfare or medals.

This is not about being naive or denying the realities of the world. It is about acknowledging that there are also caring, committed, often discreet actors who work without seeking the limelight — in contrast to those who cultivate the spectacle of confrontation.

The end of the year is often fraught with emotion, sometimes uncertainty. Yet maintaining a minimum of optimism is not a luxury: it is a civic duty, a form of courtesy towards others — and towards oneself.

An adage says: ‘When I examine myself, I worry; when I compare myself, I feel reassured.’ ” This is not arrogance, but a sign of mental health: taking a step back, putting things into perspective, refocusing on what we can control.

There is no guarantee that 2026 will be better than 2025 — the signs of geopolitical tension are visible. But why anticipate challenges that we cannot solve alone? We will need others, just as they may need us. So, let’s be ready to act together.

Reserve, critical thinking and questioning — far from being weaknesses — are strengths. They sharpen our vigilance, allow us to anticipate and prepare for what depends on us. This is coming from a baby boomer — who has tested this approach for a long time — but there is a fundamental difference between a critical mind that drives action and sterile negativity that paralyses.

The tone sets the music. It is important to know how to strike the right balance and choose the right tempo so as not to disorientate, but rather to inspire. British humour, in its subtlety, shows that it is possible to say serious things in a way that softens the message — without diluting its force. Not everyone can do this, but everyone can work at it.

In retrospect, and despite some painful exceptions, most people in Switzerland have enjoyed — and continue to enjoy — stable, secure and peaceful living conditions. This is a privilege to be recognised, not complacently, but with gratitude.

Keeping our eyes open to the challenges faced by other peoples, let us choose, at the end of this year, to carry a little optimism with us. It costs nothing — and it does so much good, both to us and to others.

Have a wonderful end to 2025, and may 2026 bring you peace, energy and projects that are close to your heart.

Happy reading — and see you soon.

Recent posts

  • 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.

  • Proactivity or minimum effort: with AI, there is no longer a choice…

    AI is not just replacing jobs. It is redefining our relationship with work.

    While some people are worried, others are reinventing themselves.

    The days of doing the bare minimum are behind us: tomorrow, it will be commitment, curiosity and proactivity that will make the difference. Artificial intelligence will not punish those who fail, but those who do not try.

    In a world that is changing at a rapid pace, learning, exploring, testing, and even making mistakes are becoming a form of survival, but also a source of fulfilment. Jobs will evolve, and so will companies.

    But there will always be room for those who move forward, adapt, and remain open-minded. The future belongs to those who learn faster than change.

    The bare minimum will no longer suffice — but that’s great news: it means that our human value is regaining its importance.

  • “Game over” for a mandate

    Between administrative tasks, lifting reservations and submitting documents, the final phase of a project requires rigour and perseverance. But beyond the technical tasks, there is an essential human dimension: allowing the team to close the project on a positive note, reflecting on the challenges they overcame and the successes they shared.

    After nearly five years working for a major private bank in Geneva, I am left with a strong conviction: it is women and men of good will — competent, resilient and caring — who make all the difference.

    Closing a project also means knowing how to pass on knowledge, prepare the next generation and leave the ship to continue on its course. Above all, it means accepting that an ending always paves the way for a new beginning.

    Drawing on the past to bounce back stronger – that is undoubtedly the secret to any great professional adventure.

  • Workplace – A place of development and excellence…

    The professional environment is not just a functional space: it is a real catalyst for development, motivation and pride.

    A well-designed, bright and engaging work environment, combined with supportive management, promotes both performance and well-being. Contrary to popular belief, it is not necessary to invest heavily to create an attractive workplace: involving employees, paying attention to communication and making the most of existing spaces can already profoundly transform a team’s dynamics.

    Companies that place as much importance on their workspaces as on their products or services develop a true culture of excellence. Because an employee who is proud of their environment naturally becomes an ambassador for their company.

    By rethinking our spaces, we are not only improving comfort : we are helping people and the organisation to grow in the same way.

  • 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.

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