Business Insights

Articles, news and upcoming events

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.

The law and decency

At the risk of coming across as an old reactionary, out of touch with modernity, I would like to defend a space of civility that must be preserved: one where decency takes precedence over rights.

How often do we hear people today claiming their right to do, to have, to not do — when the minimum of decency would simply require them to keep quiet, accept what is offered, or say thank you?

In an increasingly egocentric world, the indecency of rights has become a common reflex — even at the highest levels: political, economic, intellectual. Decency, however, does not invite us to take advantage of our rights, but to display a certain magnanimity. Certain examples, however, should speak to most of us — at least, that is our hope:

• The business class passenger who, instead of discreetly enjoying the lounge, sprawls out, raids the buffet, downs four coffees in thirty minutes, and slips forty chocolates into their bag — as if it were a mission.

• The well-paid employee who, during an internal discount shopping campaign, demands priority — when he or she could easily buy these items on the open market.

• The person who hates opera but accepts tickets — knowing that a colleague who loves opera has not been lucky enough to get any.

• The person who occupies a company parking space when they only come in once or twice a week — while a colleague who is there every day desperately needs one.

• The person who chooses the buffet not to eat, but to ‘raid’ it — leaving half their plate uneaten, knowing that they are depriving others.

• These situations may seem trivial, almost benign. Yet they reveal a lack of education, of good manners… and sometimes, boundless indecency.

One might object: ‘They have the right, like everyone else.’ Certainly. But decency invites us to ask ourselves three simple questions: Do I really need this? By my attitude, am I not depriving someone who needs it more? Am I, ultimately, better off for this gesture? To ask the question is to answer it.

An adage says: “A bad settlement is better than a good trial. ” In our view, this maxim remains relevant today — even if the plethora of solicitors around us are quick to dispute it… forgetting, in passing, that it is their livelihood.

Being part of society also means putting others before yourself. This may seem outdated, even absurd, to many. But my experiences — both personal and professional — have taught me otherwise:

Making others happy with small gestures, putting others first — even when you are the main contributor, not abusing the system, but using it with restraint… … is infinitely more rewarding.

But you still need to have an ego capable of accepting this idea. Relying solely on the law? That’s not a good thing.

You must know how to deal with the other subtleties of human consciousness. The law should only be a response when all other options have failed. Is that still possible? Yes. But it takes a little courage. And above all… a little decency.

To your good right — enjoy reading and see you soon.

Recent posts

  • AI: A Silent Revolution with Profound Consequence

    AI doesn’t make any noise… but it transforms everything. It is becoming part of our societies, our businesses, our lives — often without us even realising it. And yet its effects will be profound: • Individuals & society: it is redefining our interactions, replacing tasks and changing expectations. • Businesses (secondary and tertiary sectors): production lines, logistics, jobs — everything is changing. • Education: education systems must anticipate the needs of tomorrow — or risk leaving generations behind. • Transport & territories: automation, teleworking, urban reconfiguration — travel will no longer have the same meaning. Switzerland, dependent on research, education and added value, cannot afford to wait. We need: • A pragmatic roadmap • Massive investment in continuing education • Inclusive support — because not everyone can retrain in the same way AI is not a threat. It is a transformation. And like any transformation, it requires preparation, vision… and solidarity.

  • Pragmatism in the face of inflexible standardised processes

    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

    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

    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…

    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

    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…

    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.

Contact us

Contact from
☛ Don't forget to include an email address or a phone number if you wish to be contacted.