The stories we tell ourselves can be profoundly influential, shaping our perception of reality irrespective of their absolute truth. However, the narratives that tend to endure are not always the most constructive. A common refrain across numerous industries, including the vast built environment sector, is the deeply held conviction that their specific image problem is uniquely severe. This introspection often leads to a cycle of self-examination and circular discussions, frequently failing to address the core issue: articulating their inherent value to audiences outside of their immediate professional circles. This pervasive communication gap was vividly illustrated at two significant recent conferences: the UK Real Estate Infrastructure & Investment Forum (UKREiiF) in May and IWFM Live held shortly thereafter.
UKREiiF: A Microcosm of Industry Communication Gaps
The UK Real Estate Infrastructure & Investment Forum (UKREiiF), held annually in Leeds, stands as a premier gathering for the entire UK real estate ecosystem. Its comprehensive scope encompasses a wide spectrum of stakeholders, from property developers and investors to facilities management professionals and policymakers. Within this broad assembly, discussions surrounding data centres offered a particularly stark example of the disconnect between industry understanding and public perception.
The burgeoning demand for data centre capacity, significantly amplified by the relentless growth of Artificial Intelligence (AI) and hyperscale computing, has propelled the sector to the forefront of national and international agendas. Proponents of the industry argue that data centres are not merely industrial facilities but are, in fact, critical national infrastructure, forming the bedrock of modern digital economies. They underpin essential services ranging from advanced AI applications and cutting-edge healthcare technologies to robust financial services and overall economic prosperity.
However, despite this vital role, a significant segment of the public continues to perceive data centres through a more traditional, and arguably less informed, lens. They are often viewed as large, energy-intensive industrial buildings, with their direct benefits to surrounding communities appearing abstract or non-existent. This disconnect was a recurring theme in panels such as "Data Centres – Facts & Fiction."
Tom Glover, EMEA Head of Data Centre Transactions at JLL, articulated this sentiment with blunt honesty: "The perception gap is our fault as an industry." This self-criticism highlights a recognized failing within the sector to effectively translate its technical importance into accessible public understanding.
Eleanor Parry, Director of UK Public Affairs at JLL, elaborated on this point, noting that the industry frequently operates under the assumption that its significance is self-evident. This, she cautioned, is a dangerous assumption when communicating with external stakeholders. Localized debates often become dominated by perceived negatives – the visual impact of these large structures, their substantial energy consumption, and a general sentiment that new developments offer little tangible return to the immediate locale.
The consensus among panelists was that data centres have rapidly transitioned from a niche asset class to a matter of strategic national importance, driven by the accelerating demand for AI infrastructure. Yet, the industry’s narrative has lagged behind this rapid evolution. Glover underscored this point by observing that the sector often communicates in technical terms like "megawatts," failing to effectively explain what this infrastructure actually enables. He emphasized that without these sophisticated data centres, many of the digital technologies and services that individuals now consider commonplace would simply cease to function. This fundamental disconnect between the technical enablement and the public understanding presents a significant communication hurdle.
The Office of the Future: Justifying the Commute
A similar narrative of value communication challenges unfolds when considering the contemporary role of office spaces. The commercial property sector has a clear and vested interest in the future of offices and the ongoing discourse surrounding the return-to-office mandates. However, the more profound challenge lies in persuading the actual occupiers and employees who utilize these buildings that the daily commute is a worthwhile endeavor.
At a fringe event held in Leeds city centre, the law firm Irwin Mitchell presented findings from its 2026 Occupier Survey. The survey indicated a notable trend: 78% of business leaders anticipate an increase in office attendance over the next twelve months, a rise from 74% in the preceding year. This projection emerges even as actual office attendance appears to have plateaued at approximately two days per week. Intriguingly, employees are increasingly choosing to attend the office beyond mandatory requirements, exercising their discretion based on whether the journey feels genuinely valuable, rather than simply adhering to established policy. William Scott of Irwin Mitchell highlighted this as evidence of a necessary shift towards cultivating "destination offices" – spaces that offer compelling reasons to visit beyond mere obligation.
Parallel to these observations, a session at the British Council for Offices, titled "Hot Desks & Cold Realities," featured Stafford Lancaster, Chief Executive of Delancey. Lancaster pointed to the persistent demand for high-quality workplaces. As businesses increasingly seek superior working environments and enhanced flexibility for their employees, well-appointed and strategically located assets continue to attract significant attention. This suggests that while the necessity of the office is debated, its quality and the experience it offers are becoming paramount in justifying the commute.
The PFI Legacy: Reputation vs. Reality in Infrastructure
The infrastructure sector also grapples with a similar pattern of reputational challenges, with public-private partnerships (PPPs) still bearing the historical burden of the Private Finance Initiative (PFI) model. In a session titled "Capital That Builds: Unlocking Private Investment in UK Infrastructure," Kam Patel, Partner, Strategy and Transactions Corporate Finance at EY, observed that the sector has "lost the reputational battle" concerning PFI. This is despite his own data indicating that approximately 95% of PFI projects were delivered on time and within budget.
Victoria Whitehead, Managing Director and Head of Infrastructure and Transport at Lloyds Bank, reinforced this point by detailing the substantial economic contribution of private finance models. She stated that 650 projects, representing an investment of £50 billion, had been delivered through these mechanisms – investments that would likely not have materialized through public funding alone. The implication here is that a historical negative perception, fueled by high-profile criticisms of PFI contracts, continues to overshadow the tangible successes and economic benefits delivered by these private finance initiatives. The critical challenge, as in other sectors, is that the individuals who most needed to hear this compelling data – and who are often the most resistant to persuasion – were not present in the room.
IWFM Live: An Outsider’s Perspective on Internal Narratives
IWFM Live, the official conference of the Institute of Workplace and Facilities Management, returned this year after a three-year hiatus. The keynote speaker, Jonty Bloom, the BBC’s former business correspondent, was intended to provide an external viewpoint. Ironically, Bloom’s address largely reinforced a narrative that the facilities management (FM) audience often tells itself: that FM professionals play a critical role in boosting productivity, acting as both enablers and beneficiaries of efficiency gains.
Bloom highlighted prevailing economic challenges, including declining productivity, persistent skills shortages, and lagging investment. He posited that while these are significant concerns, future economic growth will inevitably necessitate the development of more factories, offices, shopping centers, and schools, all of which will require skilled personnel to operate and maintain them. This perspective, while accurate, underscores how even an "outsider" can end up echoing internal industry self-perceptions.
The "Right-to-Left" Approach: Reimagining Building Lifecycle Engagement
A long-standing, though arguably legitimate, frustration within the FM sector is that many crucial decisions dictating how a building ultimately functions are made early in its lifecycle, often before the FM team is involved. This leaves FM professionals to manage the consequences once the building is handed over.
A panel chaired by Justin Kirby, co-founder and facilitator of the Digital Operations Working Group, advocated for a "right-to-left" approach. This strategy emphasizes beginning with the desired operational outcomes and working backward to inform design and construction decisions. Steven Boyd MBE, formerly Chief Executive of the Government Property Agency, articulated this perspective powerfully: "The project handover is not the end of the project, it’s the start of the operations." This highlights a fundamental misalignment in project phases and stakeholder involvement.
The panel diverged on the precise strategy for addressing this issue. Anthony Taylor, a consultant and founder of Resolve Risk, argued for a unified industry voice, urging the sector to "make noise at all levels" to influence decision-making earlier in the process. Conversely, Boyd proposed a more nuanced approach: instead of attempting to explain operational complexities to Chief Financial Officers (CFOs) – who he argued are unlikely to be interested or fully comprehend the details – the focus should shift to understanding the client’s overarching business objectives. The FM sector, he suggested, should then articulate the consequences of not achieving these objectives, framed in the CFO’s own financial and strategic language. This pragmatic approach recognizes the need to speak the language of decision-makers.
The Imperative of Storytelling: Connecting Value to Human Emotion
Jake Drummond, IWFM’s Deputy Chair, concluded the conference by reiterating a similar central theme. He argued that the FM sector has consistently understood the intrinsic value it creates but has historically struggled to communicate this value effectively to external parties.
Drummond cited a powerful observation from his UKREiiF keynote: "Humans behave on the basis of how they feel, not on what they think." This profound insight underscores the emotional dimension of decision-making, particularly in business and investment. The consequences of failing to connect with these emotional drivers, he suggested, can be measured in billions of pounds.
The built environment sector, much like many other industries, dedicates considerable time to internal dialogue. The evidence from both UKREiiF and IWFM Live suggests that a significant portion of the sector is still actively engaged in the critical task of learning how to effectively tell its story – not just within its own echo chamber, but to the wider world whose understanding and buy-in are essential for its continued growth and societal contribution. The challenge is not a lack of value, but a persistent deficit in its articulation.
Broader Implications and Future Outlook
The recurring theme of communication breakdowns across diverse segments of the built environment sector—from cutting-edge data centres and evolving office spaces to vital infrastructure and facilities management—carries significant implications. For the data centre industry, failing to effectively communicate its role as critical national infrastructure could impede future investment and public acceptance, potentially hindering the nation’s digital advancement.
In the commercial property market, the success of the "destination office" concept hinges on the ability of landlords and businesses to articulate the tangible benefits of in-person collaboration and a positive work environment, thereby justifying the commute and retaining talent. The lingering negative perception of PPPs, despite evidence of successful project delivery, suggests a need for more proactive and accessible communication strategies from infrastructure developers and financiers to rebuild public trust and facilitate future investment.
For the facilities management sector, the call for a "right-to-left" approach and speaking in the language of finance underscores a vital strategic imperative: to elevate FM from a cost center to a recognized value driver within organizations. By demonstrating how operational efficiency and effective building management directly contribute to core business objectives and profitability, FM professionals can gain greater influence and secure the resources necessary for optimal building performance.
Ultimately, the overarching implication is that the built environment sector, a cornerstone of economic activity and societal well-being, must evolve its communication strategies. This involves moving beyond technical jargon and internal consensus to craft compelling narratives that resonate with the public, policymakers, and financial decision-makers. Embracing a more human-centric and benefit-oriented approach to storytelling, as suggested by the emphasis on emotion and feeling, will be crucial for fostering understanding, building trust, and unlocking the full potential of the sector in the years to come. The journey from talking to oneself to effectively communicating value is a complex one, but one that is increasingly essential for navigating the challenges and opportunities ahead.
