Throughout this decade, global challenges have shined a spotlight on the facility management (FM) industry and its professionals like never before. From pandemics to climate events and geopolitical instability, these challenges have tested organizations in unprecedented ways. While many debated the meaning of “the new normal,” facility managers demonstrated competence, strategic planning, and decisive leadership to keep their organizations and people moving forward. From the C-suite to workers and visitors, organizations have become acutely aware of FM’s influence as critical enablers to ensure organizational, environmental, and personal health.
The COVID-19 pandemic, which began in late 2019 and rapidly escalated into a global crisis in early 2020, brought many previously overlooked issues to the forefront. Suddenly, building health, employee welfare, and business resilience were no longer abstract concepts but urgent operational imperatives. Facility professionals, often working behind the scenes, became frontline, essential workers almost overnight. Their roles expanded dramatically, shifting from managing routine technical tasks to leading optimization strategies for their organizations. This rapid adaptation marked a pivotal moment, jumpstarting the next phase of the profession’s evolution.
Since the initial shockwaves of the pandemic, C-suite executives have increasingly recognized that resilience must be an intentional strategy, treated as a core asset class rather than an inconvenient disruption of productivity, profit, and process. When resilience, encompassing its planning, vision, and execution, is viewed as an essential survival kit rather than a mere budget line item, organizations and their stakeholders are better positioned to recover faster from unforeseen events. This shift in perspective is crucial, as a 2023 report by the McKinsey Global Institute highlighted that companies with robust resilience strategies experienced, on average, 10% higher revenue growth and a 15% lower volatility in earnings compared to their less resilient peers during periods of disruption.
The Evolving Landscape of Risk and Resilience
Beyond pandemics, other global challenges such as increasingly frequent and severe natural disasters – including hurricanes, wildfires, and floods – and ongoing geopolitical conflicts have underscored the critical need for integrated sourcing strategies. These strategies are not merely about procurement but are fundamental components of both risk management and overarching organizational resilience. The Intergovernmental Panel on Climate Change (IPCC) has consistently documented a significant increase in the frequency and intensity of extreme weather events over the past two decades, directly impacting operational continuity for businesses worldwide.
Facility managers, particularly those overseeing global portfolios, understand the inherent value of localized redundancy. This can manifest in various ways, such as sourcing materials from pre-qualified regional vendors, thereby reducing reliance on distant or potentially unstable supply chains. Furthermore, utilizing components from decommissioned assets for repair or repurposing can serve as a viable, low-risk, and sustainable solution. This circular economy approach not only bolsters resilience but also contributes to environmental sustainability goals. A study by the World Economic Forum in 2022 indicated that companies embracing circular economy principles reported an average reduction of 15% in their operational costs related to resource scarcity and waste management.
Resilience by design is another proactive strategy that can significantly mitigate supply chain issues. By allowing for flexibility to incorporate locally sourced alternatives in building infrastructure from the initial design phase, organizations can create more adaptable and robust facilities. This approach, often referred to as "design for resilience," ensures that buildings are not only functional but also capable of withstanding disruptions by having readily available alternative resources.
Crisis Preparedness: From Audits to Real-World Scenarios
When organizations develop comprehensive crisis-and-continuity plans that actively incorporate facility management insights and expertise, their portfolios, assets, and people are demonstrably better equipped to withstand today’s complex global challenges. However, the reality is that many existing business continuity plans are often designed to meet audit requirements rather than to genuinely prepare for real-world crises. Even when tested, these plans may not always reflect realistic scenarios because confronting the potential aftermath of "what-if" realities can be uncomfortable and resource-intensive.
The fundamental inclination for most organizations is to avoid disrupting business operations unless absolutely forced to do so. This is precisely where the strategic acumen of facility management truly shines. Most facility managers understand that during drills and simulations, there are inevitably gaps identified. Assets that are earmarked as "ready" on paper often prove to be lacking in practical application. Resilience, therefore, is not merely about documentation; it is about ingrained preparedness and cultivated muscle memory within the organization’s operational framework.
A significant step towards bridging these gaps and ensuring critical service planning is performed in a more integrated and effective manner involves the incorporation of standards like ISO 22301 (Business Continuity Management) into existing FM management systems, such as ISO 41001 (Facility Management Systems). The ISO 22301 standard provides a framework for organizations to plan, establish, implement, operate, monitor, review, maintain, and continually improve a business continuity management system. By integrating these standards, FMs can move beyond mere compliance and build genuine, actionable resilience.
The Human Element: People as the Core of Resilience
Resilience, however, extends beyond physical assets to encompass the human element, a critical factor that has become increasingly prominent. The global workforce is undergoing profound change, shaped by the widespread adoption of hybrid work models, significant demographic shifts, and evolving employee expectations. Employees today are seeking workplaces that offer flexibility, a sense of purpose, and a strong emphasis on well-being. Concurrently, organizations are grappling with persistent skills shortages and the imperative to attract new talent, particularly into sectors like facility management.
In this context, facility managers play a pivotal role. They are uniquely positioned to balance both human and organizational needs, creating workplaces that are not only functional and efficient but also compelling and supportive environments. As younger generations, often referred to as digital natives, enter the labor market, facility managers have a crucial opportunity to demonstrate that the FM industry is rich with diverse opportunities that align with contemporary worker desires and needs.
The facility management and operations sector has historically been at the forefront of technological innovation, embracing robotics, artificial intelligence, and smart building automation. For a generation that grew up with technology, facility management represents a natural bridge, not only for utilizing existing technologies but also for growing alongside evolving innovations and processes. This technological integration is essential for attracting and retaining talent, as it signals a forward-thinking and dynamic industry.
The enduring nature of facility management as a critical function makes it an essential, recession-proof career path. So long as there are physical spaces that require management, maintenance, and optimization, facility management will remain indispensable. This inherent stability offers a compelling proposition in an increasingly volatile economic landscape.
ESG Imperatives: Aligning Workplace with Values
Employee expectations are not confined to the physical workplace experience. Organizations must recognize that their workforce comprises individuals who are also consumers, and they increasingly choose to align their talents with companies that demonstrate purpose-driven operations in line with their generational values. This means that a company’s environmental, social, and governance (ESG) strategies are no longer peripheral concerns but central to talent attraction and retention.
When an organization authentically demonstrates to its workforce that its ESG strategies are real, intentional, and inclusive, employees feel heard, valued, and connected to a larger purpose. Conversely, organizations that choose to ignore or superficially address these ESG initiatives risk losing valuable talent, hindering the growth of future leaders, and diminishing their overall reputation. The business case for strong ESG performance is becoming undeniable, with research from organizations like the Harvard Business Review indicating that companies with strong ESG commitments often outperform their peers in terms of financial returns and stakeholder loyalty.
The Future of Facility Management: Driving Sustainable and Productive Workplaces
The impact of a happy, comfortable, and engaged workforce is a more productive one. Productive workforces, in turn, position companies for profitability and long-term success. Furthermore, a healthier planet benefits everyone, and facility management plays a direct role in achieving this objective.
Facility management teams carry significant responsibilities in this regard. They are instrumental in ensuring that people are comfortable, supported, and prepared when they are on-site. Organizations rely on these professionals to implement and meticulously track environmentally friendly initiatives that not only meet rising regulatory mandates but also satisfy evolving consumer and stakeholder expectations. The C-suite depends on facility managers to effectively connect these crucial priorities across the entire organization, helping to deliver tangible results that satisfy shareholders and investors alike.
The world is currently navigating a critical juncture, characterized by numerous interconnected challenges. However, within this complex landscape, facility management actively drives global solutions by keeping organizations operational, efficient, and productive. This is achieved through the positive influence facility managers exert on both the physical environments they manage and the people who inhabit them. By leading organizations through these critical changes, the facility management industry is charting a course towards a future defined by enhanced resilience, benefiting all stakeholders today and for generations to come.
The author, Christa Dodoo, CFM, FMP, CIWFM, CMQ/OE, serves as the 2025-26 Chair of IFMA’s Global Board of Directors. With over 22 years of extensive experience in facility and real estate management, project management, vendor contract management, process improvement, and performance management, she brings a wealth of practical knowledge to the discussion. Her certifications, including ISO 22301 Business Continuity Lead Implementer and Certified Manager of Quality and Organizational Excellence, underscore her expertise in critical areas of operational resilience. Dodoo’s diverse international experience, coupled with her degrees in real estate and facility management, positions her as a visionary leader dedicated to mentoring emerging professionals and advocating for efficient, long-term FM policies and workplace practices.
