No one at the helm: Who is managing your office space?

Matt Bailey at Matrix Booking argues that a dedicated Facilities Management professional is essential to modern workplace success

 

From adopting hybrid working to offering new flexible working models, both how people work and how organisations operate have changed drastically in recent years. But all this change has also sparked ongoing debate over how, where and when we work.

 

Boardroom decisions like return-to-office (RTO) mandates and evolving workplace expectations dominate headlines. And yet, despite this hype and attention, there’s an often-overlooked element in this discussion: the vital role of facilities management (FM) professionals.

 

FM professionals ensure that workspaces, physical or hybrid, are not only safe, agile and functional, but future-ready. As businesses navigate the complexities of return-to-office strategies and increasingly restructure around flexibility and agility, the demand for strategic FM leadership has never been greater.

 

 

A misunderstood role

Despite its essential nature, the role of the FM professional is often misunderstood. Common misconceptions over the role, limited representation in senior leadership environments and struggling to link FM initiatives to wider business outcomes can create operational blind spots.

 

Too often, FM is seen as little more than maintenance support or a list of tasks that can be absorbed into another role as an add-on, not as the driver of long-term business success that it can be. A key takeaway? The merits that FM professionals can bring to the table are largely misunderstood and underappreciated. And yet, this perception is increasingly out of step with reality. 

 

This narrow understanding neglects FM’s capacity to enhance employee engagement, experience and satisfaction, as well as lower operational costs and boost efficiency. Additionally, FMs can lead in optimising available space and supporting regulatory compliance.

 

However, few organisations have a dedicated FM in place, raising the question: who is making sure that buildings are compliant, costs are controlled, space is optimised and the workplace experience aligns with wider organisational goals and employee needs? 

 

The answer, more often than not, is: no one.

 

 

Why FM matters more than ever before

The strategic importance of FM has never been more apparent. In today’s world of work, FM professionals are not just keeping the lights on – they’re navigating increasingly complex safety, legal and compliance requirements. 

 

This shift has been accelerated by high-profile public inquiries that exposed dangerous gaps in how buildings are managed. For example, the Grenfell Tower Inquiry revealed the devastating consequences of inadequate fire safety oversight and unclear accountability. 

 

 Events such as this have acted as a catalyst for widespread legislative change that places greater emphasis on transparency, accountability and risk management. An upcoming example of this legislation includes Protect Duty (Martyn’s Law), which will require workplaces and public venues to conduct necessary risk assessments alongside maintaining real-time visitor logs as part of emergency response planning. 

 

Without a dedicated FM professional at the helm, important decisions around visitor access, safety planning, space usage and hybrid arrangements can fall through the cracks. From inefficiencies and desk shortages to serious non-compliance, reputational harm and even legal exposure, the risks are very real.

 

The consequences of sidelining FM are already visible.  Recent reports of desk shortages at JP Morgan, HSBC and across the Civil Service point to a broader problem of under-resourced workplace management. But beyond operational frustration lies something deeper: a systemic failure to recognise FM as a core business enabler.

 

It’s time for a change. As the way we work continues to evolve, organisations need to put a dedicated professional at their helm to help weather the storm of change. However, simply filling the role isn’t enough – it needs to be the right person. But what does right look like?

 

 

The evolving FM role

Today’s workplace is more dynamic and data-driven than ever before. Supporting hybrid work setups, adapting to fluctuating occupancy levels, and maintaining operational visibility across multiple sites are now baseline expectations. That means flexibility – as both a leader and an organisation – is no longer optional.

 

To lead through this transformation, FM professionals need to be agile, capable of responding quickly to shifting employee needs, real-time space usage patterns, and wider business demands. They must also be adaptive, ready to move beyond traditional models of FM and embrace a more integrated, tech-enabled approach.

 

This includes experimenting with smart workspace technologies, adopting platforms that offer real-time visibility into how space and resources are used, and rethinking workspace design to better support collaboration, productivity, RTO mandates and employee experience. From booking systems and access controls to occupancy sensors and visitor management tools, the right digital foundations can give FM professionals the insight and agility they need to lead with confidence."

 

Alongside this, the ability to self-advocate is vital. Undoubtedly, FMs must be given a seat at the decision-making table alongside other key functions like the executive team, IT, HR and legal. However, securing this becomes less likely without clearly advocating for and communicating the value they add.

 

 

Looking ahead: the future-ready FM

Looking ahead, with the workplace set to continue evolving, organisations need future-ready FMs. This means they need someone who understands how the environment and everything within it is changing and can lead it with not only an agile, adaptive, confident mindset but also has an interest in innovation. 

 

Innovation in FM isn’t just a buzzword - it’s a necessity. Today’s workplace is no longer static; it’s a dynamic, data-rich ecosystem that must adapt quickly to change, from fluctuating occupancy levels to growing wellbeing demands. Being open to innovation means more than just adopting new tools.

 

It requires challenging legacy thinking, questioning traditional practices and being willing to experiment with new approaches.  For example, integrating access control systems, occupancy sensors and resource booking software allows FMs to collect real-time data and make more informed decisions.

 

These insights benefit not only the organisation, by optimising space and reducing costs, but also enhance the employee experience before, during and after their time on-site. Crucially, this data also empowers FMs to clearly show how their initiatives, like booking software, directly support broader business goals, such as increased engagement, wellbeing and productivity. 

 

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Matt Bailey is a Workplace Specialist at Matrix Booking

 

Main image courtesy of iStockPhoto.com and miniseries