The Leader Magazine

MAR 2017

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MARCH 2017 15 Maureen Ehrenberg is International Director of Global Integrated Facilities Management at JLL and an internationally recognized expert in facility management with more than 25 years' experience in providing real estate advice and services to companies around the world. and can think strategically and analytically. • Collaborate with FM, IT and HR to make sure they have the tools to deliver a consistent, high-quality experience for employees and contrac- tors wherever they work, and understand the strategic plan for "what's next" as this area continues to evolve. • Create a technology roadmap and plan for implementation over time. • Invest in technologies, systems and partners to evaluate, analyze, con- nect and track data that will drive intelligent business decisions. Some organizations do not want or need to invest in an IWMS platform, but they might benefi t from a cloud-based automated work-order or BPO platform that requires no capital investment. Other organizations have more complex requirements that could benefi t from a thoughtful IWMS implemen- tation. It is not necessary to depend on a single technology source. Most CRE departments can combine new systems with optimized existing ones. No scenario should require you to abandon business processes and technologies that work just fi ne; no need to fi x what is not broken. Today's CRE involves thinking about what is next, where this "technol- ogy tsunami" is taking our profession, and whether your team is positioned to continue to evolve and leverage its platforms or investments. Having the agility and fl exibility to respond to a disruptive business environment is a top concern for most businesses today. The time has come As digital systems become more powerful and more deeply embedded, technology is driving change in traditional business models. Value chains are shifting from a focus on the product to a focus on total solutions that combine products with software and services. The 2016 IBM Global C-Suite Study found that "there is consensus on the technology elements of today's 'wave'. Most C-suite execs, regardless of role, say that cloud computing, mobile solutions and the IoT will predominate in the coming three to fi ve years." Almost 90 percent of executives anticipate that their industries will be disrupted by digital trends to a great or moder- ate extent, according to a 2015 MIT Sloan Management Review and Deloitte global survey of 3,700 executives around the world. If you are uncertain as to what your future business and CRE will look like, you're not alone. Only 31 percent of the executives surveyed by MIT- Deloitte say their organizations are adequately prepared for the digital disrup- tions their industries are going to face. To be successful in developing a new digital perspective, develop a clear sense of how new technologies will affect how and where your industry oper- ates, and then how they will infl uence CRE priorities. CRE teams that embrace the use of data and automation will reap its many rewards. FM automation at Time Warner In the highly competitive media industry, effi ciency sometimes matters as much as the content. At Time Warner Inc., automated facility management (FM) is helping the company become more nimble and effi cient – something that's critical when your internal clients include celebrities and public fi gures. Time Warner's FM automation journey began nearly 30 years ago. Following the 1989 merger of Warner Communications and Time Inc., Time Warner had evolved into a media and entertainment goliath comprising Home Box Offi ce, Inc.; Turner Broadcasting; and Warner Bros. Entertainment Inc. Each had its own FM team, and each had adopted distinct technology platforms over time with little overall integration. Recently, however, the company decided to sell its headquarters building in New York City and consolidate all NYC sites into a single tower currently under construction at Hudson Yards. That decision was one of several driven by a unifi ed, center- led real estate team established in 2011. Automation was the next logical step. The company's well- trained FM team had deep knowledge of Time Warner's unique businesses. What it lacked, however, was a platform to holistically manage the global CRE portfolio and leverage corporate spend for cost savings and effi ciency. Lacking a state-of-the art computerized management and maintenance system (CMMS), Time Warner partnered with JLL to transition its disparate and, in some cases, paper-based work-order processes to Corrigo, a cloud-based FM technology platform. Today, Time Warner's FM professionals access Corrigo through any Web browser or mobile device to create, assign, and complete work orders, check on status, and track on-site activities. Dashboards, data and analytics, and specialized reports will provide insights into cost drivers, vendor effectiveness, and new cost-savings opportunities. Expect challenges Implementing change in the rapidly evolving and complex Time Warner organization required no small amount of business savvy. "Creating the buy-in for change was like dripping water on a rock," says Steve Lefkowitz, vice president of Global Facilities Management for Time Warner. "Knowing change is never easy, we drew upon JLL to share the latest and greatest best practices in this space and help us develop and present a strong business case." Implementation presented its own challenges. Some building areas lack wireless network access, so using alternate communication channels is necessary at times. Another challenge is Time Warner's unique high-touch businesses. A leaky faucet might be a low priority in a traditional offi ce, for instance, but it becomes a high priority when the faucet happens to be located in a celebrity's dressing room. Already, the effort is paying off. "Unifying all of our FM teams on one platform was a huge accomplishment in itself," says Lefkowitz. "How we work today is far more effi cient and trans- parent compared to even six months ago. Our FM teams are saving time and money, and the overall end-user experience has improved signifi cantly."

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