Facility and corporate real estate leaders are working in environments that are more complex and more interconnected than ever before. Security, compliance, budgeting, maintenance, and workplace experience are no longer separate efforts. Everything touches everything else.

Across this month’s Eptura insights and podcast conversations, one theme consistently comes through: Modern FM leadership is shifting from isolated tasks to connected systems — linking data, teams, and decisions across the entire organization.

From strengthening compliance to elevating the voice of the occupier, the focus is increasingly on collaboration, clarity, and cross-functional alignment.

Key takeaways

• Facility and CRE leaders are moving from tactical responders to strategic connectors, bridging compliance, security, maintenance, IT, HR, and workplace experience
• Data has become the foundation for better decision-making, improving troubleshooting, enhancing budgeting accuracy, and aligning real estate plans with business needs
• Collaboration is emerging as a core leadership skill, helping FM teams avoid maintenance pitfalls, manage complexity, and build stronger workplace cultures
• Leaders who keep technology human-centered, focusing on people, purpose, and clarity, are better positioned to drive innovation and organizational trust

Compliance, security, and the push for shared accountability

In Compliance Coordination at Government Facilities, this month’s discussions reveal an important shift: compliance is no longer a checklist. It is a shared responsibility.

Government and highly regulated workplaces face rising expectations for transparency, data accuracy, and real-time risk visibility. And because compliance intersects with physical access, IT systems, vendor management, and workforce behavior, FM leaders sit at the center of it all.

In Maintaining Facility Security During the Holiday Season, the message is similar. Security is not just doors and cameras. It is about processes, people, timing, and context.

Compliance and security are becoming less about enforcement and more about connection, bringing departments, data sources, and processes together so risks are easier to see and faster to address.

Today’s facility managers are not just maintaining compliance; they are orchestrating it.

Faster troubleshooting through connected data

In Faster Troubleshooting with Better Data, FM teams describe a familiar frustration. Too many systems and too little clarity make it harder for technicians to understand asset histories, spot failure patterns, or make fast decisions.

When data lives in one place instead of spreadsheets, emails, and outdated binders, troubleshooting becomes dramatically easier. Technicians can:

• Review previous work
• Identify recurring issues
• Prioritize repairs with greater confidence
• Collaborate across shifts with full context

This theme also appears in A Day in the Life of a Modern Facility Manager. FM leaders increasingly rely on digital tools to manage competing requests, track work orders, and move from reactive tasks to proactive planning.

Together, these insights point to an important truth:

• Better data does not just improve maintenance. It improves momentum.
• It keeps teams aligned, reduces downtime, and frees FM leaders to focus on long-term improvements instead of daily firefighting.

Collaboration as the backbone of modern maintenance

Several articles this month highlight a rising focus on cross-department collaboration.

In How Cross-Departmental Collaboration Helps Avoid Preventive Maintenance Pitfalls, maintenance challenges often arise not from technical issues but from communication gaps. Missed handoffs, incomplete notes, unclear priorities, and competing timelines all play a role.

The solution is not more meetings. It is more shared visibility.

Similarly, How a CMMS Helps Move Teams from Confusion to Coordination shows how a centralized system brings context and clarity to maintenance operations. Everyone sees the same work orders, the same asset histories, and the same upcoming tasks.

In Streamline, Simplify, and Scale, the message is reinforced again.
The more connected a team’s workflows are, the less friction they experience during high-volume, high-pressure periods.

A podcast conversation on human experience supports this idea, “Stay curious, be collaborative, and be both the hardest worker and the most attentive listener in the room.” — Martin Frohock

Modern maintenance strategy is not just about equipment. It is about people.
It is about making it easier for teams to work together, share responsibility, and keep operations running smoothly.

Rethinking budgeting and planning through connected insight

Budget planning is another major trend across this month’s content.

In Budget Planning for Space Planners and CRE Leaders, shifting occupancy patterns, evolving portfolio needs, and rising operating costs make traditional budgeting models less reliable. Leaders need a clearer, more dynamic view of how spaces are being used and how those decisions affect investments.

Data-driven budgeting helps CRE teams:

• Understand which spaces deliver value
• Identify where redesign or consolidation makes sense
• Prioritize capital improvements
• Demonstrate ROI with evidence, not assumptions

Insights from workplace behavior, occupancy analytics, and energy data allow for more resilient and future-ready planning.

A podcast conversation with Adam Hoy reinforces this idea, “Focusing on the needs of the company and understanding broader business strategies is essential today.” — Adam Hoy

The message is simple, budgeting is no longer an annual event. It is a continuous flow of information.

Elevating the human experience of facilities work

Across multiple Workplace Innovator and Asset Champion episodes, a powerful leadership theme emerges. FM is becoming a human centered profession.

In Understanding Facility Management Leadership in the Workplace, Edward Kacal emphasizes the importance of versatility, “FM professionals should strive to become generalists… being good at many different things, rather than being confined to specific job titles and descriptions.”

In Advancing Technology and Innovation in Facility Management, Billy Holder offers a foundational reminder, “Through your adoption of new technologies, keep it human. They are not there to replace the human intuition and human knowledge base that we have grown in our industry.”
“We are here for the people, and at the end of the day, that is what matters most.”

Technology plays a key role, but it is not the destination. As the FM and CRE profession evolves, leaders who prioritize human experience build stronger teams, stronger culture, and stronger workplaces.

Stronger workplaces through stronger connections

The article Stronger Connections, Boosted Productivity highlights a trend that brings this entire month together. The workplace is a network of people, tools, data, and interactions.

When those connections are strong:

• Communication is clearer
• Maintenance is smoother
• Security is more reliable
• Compliance is simpler
• Employees feel more supported
• Teams trust each other more

Stronger connections lead to stronger outcomes. And this month’s insights make one thing clear; FM leaders are stepping into a new era where success depends on how well they connect systems, break down silos, and empower people.

The post This month in FM trends: The rise of connected work across facilities, people, and data appeared first on Eptura.

Today’s FM leaders are stepping into more strategic roles, helping guide their organizations through change and complexity. That means thinking differently about what facility management really is, from navigating the journey to new ways of working, creating space for curiosity, and focusing not just on processes, but on people. 

Key takeaways 

• Facility managers must navigate the “messy middle” of organizational change, creating environments that support psychological safety and encourage open dialogue 
• FM professionals should reimagine themselves as strategic partners, aligning their initiatives with broader business goals to demonstrate their value in supporting productivity, employee well-being, and operational efficiency 
• Positive reinforcement and curiosity are essential for building strong teams and shaping workplace culture. Recognizing employees for their achievements and encouraging curiosity can boost motivation, engagement, and innovation 

These ideas aren’t just theoretical. They’re showing up in real conversations with the FM leaders navigating change in real time. 

Leading through the messy middle 

In the Workplace Innovator podcast episode “Tricky Times: Navigating the Messy Middle of Change,” Jitske Kramer explores new ways of thinking about liminality, the uncomfortable, in-between phase of transformation. 

It’s the transitional space between two states, the threshold where the old has ended, but the new hasn’t fully begun. It’s often marked by uncertainty, ambiguity, and a sense of disorientation. The concept, rooted in anthropology, describes moments of transformation where individuals or groups are caught between identities, roles, or structures.  

While liminal phases can feel uncomfortable, they also offer a rare opportunity for creativity, reflection, and reinvention. In this space, people can question norms, new ideas can emerge, and meaningful change can take root. 

In the context of facility management, liminality shows up during times of organizational change, whether it’s shifting to hybrid work, adopting new technologies, or redefining workplace culture.  

Facility managers often find themselves at the center of these transitions, responsible for guiding teams through the unknown. Their role becomes less about maintaining physical spaces and more about facilitating human experiences.  

By recognizing the power of liminal moments, FM leaders can create environments that support psychological safety, encourage open dialogue, and help people navigate change with confidence and clarity. 

“It will be frightening, and it will be wonderful because there’s so much space for creation and finding new ways,” Jitske says. 

 She encourages leaders to foster “campfire conversations” where people speak truth to power. 

 “We need to become very good at having good conversations, listening to all voices, and making decisions where, you know, at least most people feel comfortable with and feel that their knowledge is shared.” 

Rethinking the role of facility management 

Larry Allen Morgan, in “’Prioritize Your Output’ – Facilities Management: The True Value Proposition,” challenges facility professionals to reimagine themselves as strategic partners. 

At many organizations, people see facility management as a cost center, a department or function within an organization that doesn’t directly generate revenue but still plays a critical role in supporting business operations. Think of teams like HR, IT, and facility management. These groups incur costs to keep things running smoothly, but they aren’t selling products or services themselves.  

Instead, their value comes from enabling other parts of the business to perform better. Managing a cost center means keeping an eye on budgets, improving efficiency, and showing how your work contributes to broader goals, even if it doesn’t show up on a sales report. 

By aligning FM initiatives with broader business goals, facility managers can demonstrate how their work directly supports productivity, employee well-being, and operational efficiency. For example, optimizing space usage can reduce real estate costs, while proactive maintenance can prevent expensive downtime.  

When FM teams use data to make smarter decisions, improve sustainability, and enhance the workplace experience, they move from being a line item on a budget to a key contributor to organizational success. 

The shift starts with telling a better story, one that connects facilities to outcomes that matter. 

Recognizing the human element 

In “’Catch People Doing Things Right’ – How Ken Blanchard Changed the Way the World Leads,” Martha Lawrence emphasizes the power of focusing on the positive. 

“Catch someone doing something right. Tell them what they did. Tell them how it made you feel and let them know that they made a difference in your life. And just watch the energy level, watch it go up.” 

Positive reinforcement is one of the simplest and most effective ways to boost motivation, engagement, and performance at work. When managers recognize employees for doing something well, they’re more likely to repeat that behavior. 

According to PositivePsychology.com, regular acknowledgment helps create a supportive environment and increases job satisfaction. 

A NectarHR survey of 1,800 full-time employees found that: 

• 83.6% said recognition affects their motivation to succeed 
• 77.9% would be more productive if they were recognized more often 
• 71% would be less likely to leave their organization if they received more frequent praise 
• 87% said meaningful recognition improves job satisfaction 

Recognition also builds trust. A Semos Cloud report found that: 

• 78% of workers say being appreciated motivates them 
• 84% of HR professionals believe recognition positively affects engagement 
• 88% of employees who receive strong recognition are more likely to innovate 

For facility managers, positive reinforcement can be a powerful tool for building strong teams and shaping workplace culture. Whether it’s acknowledging a technician for solving a complex issue or recognizing a team for completing a major project under budget, these moments of appreciation go a long way. They boost morale, encourage accountability, and help people feel seen for the work they do behind the scenes. 

In a field where much of the work is invisible until something goes wrong, catching people doing things right is essential. 

Curiosity and collaboration as catalysts 

In “’Be Curious’ – Inspiration for Achieving Collective Success in Facilities and Asset Management,” Lalit Agarwal encourages FM leaders to embrace curiosity and collective success. 

“Be curious, ask questions, try to reach out to people who you think they know better, or you admire their work.” 

Curiosity is quickly becoming one of the most sought-after traits in the workplace. It’s not just about asking questions. Instead, it’s about staying open to new ideas, exploring possibilities, and being willing to challenge the status quo. According to Harvard Business Review, curiosity helps people think more deeply and creatively, improves collaboration, and boosts decision-making. It also leads to stronger relationships and greater respect between leaders and their teams. 

The 2021 SAS Curiosity@Work Report found that 72% of managers believe curiosity is a very valuable trait in employees, and 59% say it drives real business impact. The same report revealed a 90% increase in LinkedIn job postings that mention curiosity, showing how much demand for this skill is growing. Meanwhile, a U.S. News article highlighted that employees with higher levels of curiosity are more engaged and find greater meaning in their work, which leads to better performance and job satisfaction. 

As the workplace continues to evolve, FM leaders who ask thoughtful questions and explore new approaches are better equipped to solve complex problems, adapt to change, and drive innovation. Whether it’s experimenting with new space strategies, exploring the potential of AI, or finding creative ways to support employee well-being, curiosity helps FM professionals stay ahead of the curve. It also fosters a culture of learning and collaboration, which is essential for navigating the challenges of modern work environments. 

Stay on top of the trends in intelligent worktech and facility management  

Staying informed about the latest industry developments is critical for professional success. Workplace and facility management are constantly evolving with new technologies, regulations, and best practices, so staying well-informed is a key differentiator. 

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit our resource page. 

The post This month in FM trends: New ways of thinking about facility management appeared first on Eptura.

Shifts in technology, employee expectations, and organizational strategy mean facility managers are no longer just keeping the lights on — they’re shaping how people experience work every day.  

In September, Eptura’s content spotlighted three themes that capture this transformation: the rise of human-centered design, the momentum of technology-enabled innovation, and the growing importance of community and connection. 

Key takeaways 

• Human-centered design is reshaping workplaces into environments that support well-being, productivity, and belonging
• Technology innovations like AI, SaaS, and IoT are transforming facility management into a proactive, data-driven discipline
• Industry events and professional communities highlight the importance of continuous learning and connection

Together, these ideas highlight a fundamental change in workplace management. Success is no longer measured solely by efficiency or square footage, but by how well spaces support well-being, adaptability, and collaboration.  

By combining thoughtful design, smart technologies, and opportunities to connect, today’s leaders are creating workplaces that are not only efficient but also inspiring and resilient. 

The power of human-centered design 

Across industries, the conversation about workplace success has shifted from efficiency alone to a broader focus on people. Facility leaders are beginning to recognize that the most effective work environments aren’t just functional — they actively support employee well-being, inclusion, and engagement. 

Defining human-centered design 

Human-centered design in facility management means creating workplaces that prioritize the needs, behaviors, and well-being of the people who use them. It’s more than user-friendly, considers emotional, psychological, and social factors that make a space both functional and fulfilling. 

A brief history 

• Industrial era: Facilities focused on safety, ensuring people could work without risk
• Late 20th century: Efficiency and cost control dominated, often at the expense of employee needs
• Early 2000s: Digital tools like CMMS introduced reliability and standardization
• Post-2020: Hybrid work accelerated a shift toward flexibility, belonging, and experience
• Today: Workplaces are becoming intelligent, hospitable spaces where people feel supported and connected. 

Hospitality in the workplace 

Facility managers today are encouraged to think like hoteliers. Instead of treating workplaces as rows of desks, leaders are designing environments that are welcoming, inclusive, and engaging. From comfortable lounge areas to seamless digital tools, every element supports productivity and belonging. 

As one podcast guest put it: “We need to design spaces that are not just functional, but also emotional and psychological — spaces that make people feel good, not just productive.” 

Embracing technology-enabled innovation 

What was once considered back-office support has now become a central driver of operational excellence and employee experience. 

From predictive analytics to cloud-based platforms, facility managers are leveraging new tools to design workplaces that are smarter, more adaptable, and more responsive than ever before. 

Technology as a workplace enabler 

Emerging technologies like AI, IoT, and SaaS platforms are no longer support tools — they’re driving forces in facility management. These systems turn data into actionable insights, helping leaders move from reactive fixes to proactive strategies. For employees, this means reliable, stable, and responsive workplaces. 

Reskilling and readiness 

With this transformation comes the need for continuous learning. Facility professionals are expected to stay ahead of evolving tools, from prescriptive maintenance systems to augmented reality design platforms. The future belongs to those willing to experiment, adopt new approaches, and develop new skills. 

Eptura at Autodesk University 2025 

At this year’s Autodesk University, Eptura highlighted how connected technologies are reshaping the built environment. Our presentations explored how SaaS tools improve accessibility, how data analytics drive efficiency, and how AI can extend asset lifespans. By sharing case studies and engaging with peers, we reinforced our commitment to helping the industry embrace innovation with confidence. 

As a Workplace Index stat underscores, 63% of workplace leaders now see employee satisfaction as the top metric when evaluating technology investments. Tech adoption isn’t just about efficiency — it’s about enhancing the human experience. 

The importance of community and connection 

While technology and design shape the physical workplace, community is what brings it to life. The ability to foster belonging, collaboration, and shared purpose is now a defining responsibility for facility managers.  

September’s conversations emphasized that connection, both inside the office and across the industry, is what makes workspaces truly successful. 

Spaces that connect people 

Even as hybrid work models evolve, employees still crave connection. Facility managers play a key role in shaping spaces that encourage face-to-face interaction, collaboration, and community. Whether it’s designing shared lounges, flexible seating, or wellness areas, the goal is to bring people together. 

IFMA World Workplace 2025 

This year’s IFMA World Workplace was more than a conference — it was a hub for connection and professional growth. Eptura team members presented on the role of technology in hybrid strategies and on how human-centered design supports productivity. These sessions sparked meaningful conversations about the future of work and highlighted our role as active contributors in the FM community. 

Why connection matters 

Podcasts like The Role of Hospitality and Adopting a Growth Mindset reinforced a simple truth: workplaces are at their best when they reflect values of inclusivity, diversity, and belonging. As one expert noted, “Facilities managers have a critical role to play in creating a positive and inclusive work environment. They are the unsung heroes of the organization.” 

Industry events, podcasts, and community resources serve the same purpose — ensuring that workplace leaders remain connected, inspired, and ready for what’s next. 

Shaping the future of workplaces 

From human-centered design to technology-driven innovation and community connection, September’s conversations made one thing clear: the future of facility management is about much more than operations. It’s about creating workplaces that are safe, adaptive, and inspiring for everyone who uses them. 

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit our resource page.   

The post Smarter spaces, human-first design: September 2025 themes in facility and workplace management appeared first on Eptura.

As the hybrid work model and digital tools quickly evolve, there’s a growing need for facility and maintenance leadership focused on planning, tech integration, and creating a better employee experience. 

Key takeaways 

• Future leaders in facility and maintenance must integrate new technologies, especially AI, to enhance workplace efficiency and employee experiences: Success depends on understanding how to leverage AI for better data analysis and decision-making 
• Strong communication skills, both with human colleagues and AI systems, are crucial for effective collaboration and problem-solving: Leaders should be able to articulate their ideas clearly and work seamlessly with both people and technology 
• Cultivating emotional intelligence and a continuous learning mindset is essential for staying adaptable and relevant: Leaders who are self-aware and open to learning can better navigate the challenges of the digital age and foster a positive work culture 

In fact, three out of four professional and financial services firms have either hired or are looking to hire digital workplace leaders to help guide this transition, according to the 2025 Workplace Index report. 

At the same time, AI is starting to play a bigger role in many aspects of workspace management. While 77% of organizations say they plan to use AI to enhance employee experience, more than half admit their teams don’t yet have the skills to make the most of these tools, according to the same report. 

That gap highlights the need for upskilling and ongoing learning, making personal growth and development a key part of what it means to lead in today’s workplace. 

Self-improvement as a concept: A short history  

The idea of self-improvement has been around for centuries, though it’s taken many forms depending on the era. In ancient Greece, philosophers like Socrates and Aristotle emphasized the pursuit of virtue and wisdom as a lifelong journey. 

The goal wasn’t just to be smarter. It was to live a better, more meaningful life. In the Enlightenment, thinkers like Benjamin Franklin kept detailed logs of personal habits and moral goals, treating self-improvement almost like a science experiment. 

In the modern era, especially after World War II, self-improvement began to evolve into a more structured and widely accessible movement. Psychology, personal development literature, and later digital tools helped make the movement more mainstream.  

Rather than being seen as a niche or philosophical pursuit, self-improvement became something people could actively work on in their daily lives. 

Personal development starts with self-awareness 

Personal development and self-awareness are essential for facility and workplace leaders. When leaders understand their own strengths, they’re better equipped to guide teams, make informed decisions, and foster a positive work culture. 

In episode 365 of the Workplace Innovator podcast, “’What You Can Bring to the Table’ – Professional Development in Your Facility Management Journey,” Richard Peterson, CFM, FMP, SFP, suggests some of the first questions to ask when trying to determine strengths, including, “Are you especially intelligent? Are you conscientious? Are you a people person? Do you have communication skills, you know, grit, resilience?” 

What about what you don’t bring to the table? 

Equally important is recognizing and managing your weaknesses. Leadership is not about being perfect. Instead, it’s about being aware. The things we struggle with often have deeper roots, and learning to navigate them is part of the growth process.  

Barry Conchie, author of a book on leadership and performance, explores this idea in the Workplace Innovator podcast episode “’Your Best Strengths’ – The Five Talents That Really Matter in Leadership and the Workplace.”  

He emphasizes that while it’s important to be aware of your weaknesses, the focus should be on managing them rather than trying to improve them.  

“You should pay attention to things that you don’t do well. You should certainly look to manage things that you don’t do well, but there’s a reason why you don’t do them well.”  

The approach relies on the idea that the return on investment from focusing purely on weaknesses is minimal and does not contribute to building world-class organizations. 

What are the pros and cons of strengths and weaknesses? 

When it comes to personal and professional growth, there’s an ongoing debate on whether it’s better to double down on your strengths or invest time in improving your weaknesses. Both approaches have their advocates, but research offers some insights into how each strategy can impact performance, engagement, and leadership effectiveness.  

The benefits of focusing on strengths include: 

• Higher engagement and performance: Gallup research shows employees who focus on their strengths are more confident, self-aware, and productive. This leads to better engagement and lower turnover 
• Positive emotional impact: Strengths-based strategies often result in feelings of joy, energy, and motivation, which can enhance creativity and problem-solving 
• Improved workplace outcomes: A 2024 study found that strengths interventions significantly boosted job performance, organizational citizenship behavior, and engagement when strengths use increased over time 

While the drawbacks can include: 

• Risk of overconfidence: Overemphasizing strengths can lead to inflated egos or toxic behavior if not balanced with humility and accountability 
• Neglect of critical weaknesses: Some weaknesses, especially those that impact team dynamics or leadership effectiveness, need attention. Ignoring them can hinder growth or cause blind spots 
• Limited adaptability: Relying solely on strengths may reduce flexibility in roles that require a broader skill set or cross-functional capabilities 
• In the end, while strengths-based approaches do have a lot of support, there’s also research that shows a mixed model that encourages strengths development while managing key weaknesses may be most effective, allowing individuals to thrive while still addressing areas that could limit their impact or collaboration. 

Strategy for growth: Continuous learning 

An important element of self-improvement is continuous learning, which helps people stay adaptable and relevant in a fast-changing work environment. Whether it’s gaining new technical skills, deepening emotional intelligence, or simply staying curious, the habit of learning fuels growth and opens new opportunities for impact and collaboration. 

For facility and maintenance managers, that often means understanding new technologies and finding ways to leverage them. 

In “’Create a Culture’ – Embracing Continuous Workplace Innovation at WORKTECH New York,” Philip Ross, founder and CEO of UnGroup, suggests the integration of AI in workplaces will significantly reshape employee experiences and collaboration. 

Part of his work focuses on the conversational nature of our interactions with AI. “As we’re having a conversation now, we will be talking to our agentic agents and our AI experts in a very similar fashion.” 

In fact, on an Asset Champion podcast episode, Ab DeWeese, author of “Essential AI: Your All-in-One QuickStart to Using AI in Business and The Workplace,” says effective communication with AI systems is becoming a critical skill for success. 

So, he encourages daily practice. “The only way you can do that is just to spend time every day interacting with these different things, whether they’re for cute little projects or for planning a vacation or planning a meal for a family, just spend time conversing with them.” 

Stay on top of the trends in intelligent worktech and facility management 

Staying informed on the latest industry developments is critical for professional success. Workplace and facility management are constantly evolving with new technologies, regulations, and best practices, so staying well-informed is a key differentiator.  

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit our resource page. 

The post This month in FM trends: Professional development for future leaders appeared first on Eptura.

For facility and workplace leaders, the solution isn’t just more software. In fact, 50% of businesses already have an average of 17 standalone worktech systems, and 37% are paying 11 or more full-time employees to collate, analyze, and report on the data, according to Eptura’s 2025 Workplace Index report. Instead, industry leaders are encouraging them to start thinking strategically. 

Welcome to our monthly deep dive into important industry trends for workplace and facility management (FM) professionals. 

What is strategic thinking in business? 

Strategic thinking is a high-level, forward-looking approach that helps organizations identify challenges, opportunities, and the best paths to achieve their objectives. It involves a broad perspective, an understanding of the external environment, and the ability to anticipate and adapt.  

Creating a vision and setting goals 

Strategic thinking starts with defining a clear vision and setting goals. A vision provides a broad, aspirational direction that guides all strategic decisions and actions. Goals, on the other hand, help you break down this vision into actionable and trackable objectives. By ensuring that goals are specific, measurable, achievable, relevant, and time-bound, organizations can create a roadmap that is both realistic and ambitious. This approach helps to focus efforts, allocate resources effectively, and measure progress, ultimately leading to the successful realization of the organization’s strategic vision. 

Capturing data and conducting analysis 

Conducting thorough analysis is a critical component of strategic thinking and involves gathering and interpreting data to understand the current landscape and identify key trends and changes. Data-driven analysis, including reviewing metrics from various systems, helps to identify areas for improvement and inform strategic decisions. By regularly analyzing this information, organizations can make informed choices that align with their goals and adapt to changing conditions. 

Investing in innovation 

Innovation creates a culture of creativity and continuous improvement to find new and better ways to achieve organizational objectives. Innovation can take many forms, from adopting new technologies to rethinking traditional processes. A proactive approach ensures that the organization remains competitive and relevant in a rapidly evolving environment. Innovation also helps to address emerging challenges and capitalize on new opportunities, making the organization more resilient and adaptable. 

Emphasizing adaptability 

Adaptability means being open to change and ready to pivot when necessary to stay aligned with the organization’s vision. The landscape is constantly changing, with new technologies, regulatory requirements, and stakeholders. By being flexible, organizations can quickly respond to these changes and adjust strategies, including being prepared to modify existing plans, implement new solutions, and continuously refine processes.  

What do workplace leaders need to know about strategic vision and goals? 

The role of facility management and corporate real estate leaders is evolving, and there’s now more of a focus on creating spaces that better support a range of larger organizational goals. 

In the episode “’A Better, Positive Outlook’ – Life Sciences, Architecture, and Workplace Strategy,” Daniel Castner, AIA, LEED AP, and principal and director of the life science practice at Mancini Duffy, talks about how facility management has moved from focusing on small details to the trying to see the big picture.  

“It used to be the discussion was more about is it the right temperature? There’s a water leak, so how can we respond to something, you know, in a reactive way,” he says. “But now I think things are shifting and there’s much more big picture focus on whether it’s recruiting and retention or sustainability and providing a space that considers, you know, the environment and the world around us.” 

There’s also a new focus on designing spaces that are not only functional but also enhance the workplace experience to improve productivity, attraction, and retention, he says. 

“In the case of me working in life science, I think a lot about wellness and how a company may be coming up with a cure for cancer, but they also need to come up with a workplace that responds to keeping their employees healthy at the same time,” he says. 

Employee wellbeing isn’t the only larger organizational goal workplace leaders should consider when designing workspaces. It’s all connected, explains Sabrina Pagani, principal and interiors practice leader at AECOM, in the episode “’Everything Begins With Trust’ – Interior Design and Creating Workplace Environments Where People Thrive.”  

“Place can’t be thought of as separate from policies, procedures, and behaviors of the people that occupy it,” she says. 

Implementing your vision starts with understanding other people’s goals 

In the webinar “Unified vision: Securing buy-in for streamlined operations,” co-host Matt Tucker, director of research at IFMA, explains why you need to consider other people’s vision and goals when trying to implement change. 

Building effective stakeholder buy-in requires a holistic approach that includes understanding organizational goals, aligning metrics, and fostering cross-functional communication. 

“If you need investment or you need to establish the ROI of something, you’ve got to be able to liaise with the finance director and understand what their primary motives are and how you can speak in financial terms to get their interest,” he says. 

Support from higher up in the organization is critical for success, says Erik Zink, vice president of strategy and mergers and acquisitions at Eptura and co-host in the same webinar. “Without good solid c-suite sponsorship, I’ve seen global implementations completely fall apart into single country instances, and a lot of time, effort, and money wasted.” 

Being strategic can mean starting small 

Strategic thinking doesn’t always require sweeping changes. Often, the most effective strategies begin with small, manageable steps. As a facility or workplace leader, you can start by identifying a few key areas where incremental improvements can make a significant impact. For example, optimizing the layout of a single meeting room or implementing a more efficient desk booking system can enhance productivity and employee satisfaction without overwhelming your resources. These small wins can build momentum and provide valuable insights that inform larger, more comprehensive changes. By starting small, you can test new ideas, gather feedback, and refine your approach before scaling up, ensuring that your strategic initiatives are both effective and sustainable. 

 “Start small with whatever you’re doing. Start small scale and then scale up,” advises Tucker 

Stay on top of the trends in intelligent worktech and facility management  

Workplace and facility management are constantly evolving with new technologies, regulations, and best practices. Industry professionals always have something new to learn.  

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit Eptura’s resource page. 

The post This month in FM trends: How being strategic drives success appeared first on Eptura.

Enterprise-size organizations across industries have implemented the hybrid work model for employees, and although more people are coming into the office more often, only a few are moving back to the traditional in-office workweek.  In fact, only 6% of companies surveyed said they would adopt or maintain a full-time attendance policy, according to Eptura’s 2025 Workplace Index report. 

It’s just one example of how flexibility has become a key trend in facility and workplace management, reshaping how organizations operate and how employees think about work. From micro-shifts to dynamic workspaces, the concept of flexibility is being embraced in various forms to enhance employee satisfaction, productivity, and overall well-being. 

Welcome to our monthly deep dive into important industry trends for workplace and facility management (FM) professionals. 

What is flexibility in the workplace? 

Flexibility in the workplace refers to the adaptability and freedom employees have in managing their work and personal lives. It covers a range of practices, from flexible schedules that allow workers to choose their hours, to flexible workspaces that offer the option to work remotely or in a variety of office settings. This approach not only enhances employee satisfaction and well-being but also boosts productivity and retention, making it a valuable strategy for modern organizations.  

From perceived luxury to recognized benefit 

The concept of flexibility in the workplace has undergone a significant transformation over the past 20 years, evolving from a niche benefit to a core component of modern work culture. 

Two decades ago, organizations and employees saw flexibility as a luxury rather than a necessity. Companies might offer limited options like part-time work or occasional remote days, but these were exceptions rather than the norm. When employees thought of the workweek, it was Monday through Friday, from nine to five. Today, many consider flexibility an important part of employee well-being and job satisfaction. Many organizations now see it as a strategic advantage in attracting and retaining top talent. 

New technology has been a major driver of this shift. The widespread adoption of high-speed Internet, cloud computing, and collaboration tools like Microsoft Teams has made it easier for employees to work from anywhere. Technological infrastructure has not only enabled remote work but has also facilitated flexible scheduling, allowing teams to collaborate effectively regardless of their physical location. When everyone on the team can access the same documents from anywhere, collaboration is no longer locked to specific times or locations. 

Do different generations in the workplace approach flexibility differently?  

Employee expectations have changed, and in today’s job market, many candidates are looking for companies that offer flexible work options. The demand has pushed some organizations to adopt more flexible policies to remain competitive. 

In the episode “’Flexibility is the Future of Work’ – Strategies for Business Success, Workforce Management, and Building Productive Teams,” Silvija Martincevic, CEO of Deputy, a global workforce management platform, explains how a younger generation is updating the definition of a workday. 

From 9-5 to micro-shifts 

“Gen Z today makes up 51.5% of the hourly workforce. For the first time in 2025, they’re now the majority of the workforce. If you want to innovate in the workplace, you need to ask yourself, ‘What does this newer generation want? What do they want out of work and how do they approach work?’”  

According to Martincevic, a traditional workday doesn’t appeal to Gen Z. Instead, they’re looking for flexibility and want more control over their personal and professional lives. 

Micro-shifts are a more flexible and dynamic approach to work scheduling. Instead of following a fixed, daily block of hours, micro-shifts allow employees to work in shorter, more frequent intervals, which can range from a few minutes to a few hours, and they can be scheduled at various times throughout the day or week. The key idea behind micro-shifts is to align work hours more closely with individual productivity peaks and personal commitments, thereby enhancing efficiency and work-life balance. 

For example, during an average 9-to-5 day, an employee might struggle to maintain high levels of productivity. They might find themselves more alert and focused in the morning but less so in the afternoon. In a micro-shift model, the same employee could work a few intense hours in the morning, take a break, and then work a few more hours in the evening when they feel more energized. 

Micro-shifts can be particularly beneficial for those with non-traditional responsibilities or lifestyles. Parents, for instance, might find it easier to manage childcare and work by scheduling micro-shifts around their children’s school hours.  

“We are seeing that they want micro-shifts that effectively help them get flexibility so they can take care of their kids, so they can take care of their parents. And 9 to 5 is just not working anymore,” Martincevic says. 

How can companies create flexible workspaces? 

Flexible workspaces are physical environments that can accommodate a variety of work styles and schedules. They’re popular with freelancers, startups, remote workers, and even large corporations looking to provide their employees with more dynamic and collaborative settings. 

These workplaces can include: 

• Co-working spaces: Shared offices where multiple individuals or companies rent desk space, meeting rooms, and other amenities. Co-working spaces often foster a community atmosphere, encouraging networking and collaboration among diverse professionals 
• Hot desking areas: A system where employees do not have a fixed desk but can choose a different workspace each day. This can help optimize space and promote a more fluid work environment 
• Private offices: Small, private rooms that can be rented by individuals or small teams. These offer a more secluded and focused environment 
• Meeting rooms and conference rooms: Available for booking, these spaces are designed for group meetings, presentations, and collaborative sessions 

In the episode “’Evolution in the World of Work’ – Strategies and Operations for Dynamic Workspaces,” Adam Stoltz, corporate real estate and workplace leader, says companies that want flexible spaces need to plan for adaptability. 

“Our offices have an opportunity to be much more dynamic and responsive and perhaps even a bit bespoke to what the needs of the day or that team or even that individual could be,” Stoltz says. 

He also encourages companies to think about how they can make their spaces reconfigurable. Flexibility is a cross-team project.  

“We need better partnership with our technology teams so that the technology set up in the room can come together and break down and come together again in a way that, frankly, trenching in concrete and wires may not necessarily allow,” Stoltz says. 

What are the connections between empathy and flexibility in the workplace?  

Creating flexible spaces requires cross-team planning and the implementation of modern worktech to support desk and room booking. There are changes and updates companies must make to their facilities and IT. 

For many organizations, adding more flexibility could also mean rethinking how they manage employees. Empathy and creating a flexible workplace are deeply interconnected, as both require understanding and responding to the needs and experiences of employees. 

Understanding individual needs 

Empathy involves the ability to understand and share the feelings of others. In a workplace context, this means recognizing that each employee has unique personal and professional circumstances. For example, a single parent might need more flexible hours to manage childcare, while a team member with a long commute might benefit from the option to sometimes work remotely. By empathizing with these individual needs, employers can design policies and practices that truly support their workforce. 

Martincevic  explains: “Understanding and empathizing with the needs of frontline workers and recognizing their contributions through effective communication and feedback tools, is also crucial.” 

Building trust 

A flexible workplace thrives on trust. Employees need to trust that their managers will support their work-life balance, and managers need to trust that employees will remain productive and meet their goals. Empathy helps build this trust by showing that the organization values its employees as individuals and is committed to their success and happiness. When employees feel trusted and supported, they are more likely to be engaged and committed to their work. 

How can companies support “empathy-powered” leadership? 

Companies need to recognize that not everyone can be a compassionate leader, says Jess Baker, chartered psychologist, associate fellow of the British Psychological Society. 

“A person must choose to be compassionate. That person has to say, I want to be able to help others better. And honestly, not very many people say that,” she explains in episode “’Ask More Questions’ – The Empathy-Powered Leadership Journey in the Workplace.” 

So, organizations should identify and nurture empathic individuals who already exist within their ranks. 

Her advice: “… if you have a closer look at your internal infrastructure, if you have a look at all the people working in your organization, you’ve probably got empathic people in your organization who haven’t yet made it to a leadership role. You have the capacity to have more compassionate leadership, but you don’t have to train everyone. What you need to do is find empathic people in your organization who aren’t yet in leadership roles.” 

For those hoping to add more empathy to their own leadership style, she says it’s important to go beyond simple questions. “I wouldn’t just take the first answer as their real answer, because often we don’t know what we really want. We don’t know what really would serve us. And often our first answer isn’t the honest truth,” she says. Instead, empathetic leaders keep digging deeper, asking, “Why is that?” and “Why do you think that is?” 

Stay on top of the trends in intelligent worktech and facility management      

Workplace and facility management are constantly evolving with new technologies, regulations, and best practices. Industry professionals always have something new to learn.  

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit Eptura’s resource page. 

The post This month in FM trends: Embracing flexibility in the workplace appeared first on Eptura.

Enterprise-size organizations across industries are already seeing more people at their facilities, and the trend is set to grow. The number of visitors per location has already nearly doubled across all regions over the past three years, and 34% of companies now say they will increase the number of in-office days this year, according to Eptura’s 2025 Workplace Index report.  

The report also reveals how facility and workplace professionals are preparing for the increasing demands on workspaces: 42% of organizations now see employee experience as a key area to drive value through digital transformation, with 77% planning to implement AI to into employee experience workflows in the next 12 months.  

As companies focus on and invest in employee experience, we’re also seeing industry leaders call for new ways of understanding and approaching this critical topic.   

Welcome to our monthly deep dive into the trends important to busy workplace and facility management (FM) professionals. 

What is employee experience? And how has it changed over time? 

In the past, the concept of employee experience was often limited to basic workplace conditions and compensation. Employers focused primarily on providing a safe environment, competitive salaries, and essential benefits. However, as the workforce has evolved, so too has the understanding of what truly drives employee satisfaction and productivity. Today, facility and workplace leaders recognize that employee experience encompasses a much broader spectrum, including physical workspace design, company culture, work-life balance, and opportunities for personal and professional growth. The shift in perspective has led to a more holistic approach to creating a positive and engaging work environment. 

Over the years, technological advancements and changing workforce demographics have played significant roles in reshaping employee experience. The rise of remote and hybrid work models, for instance, has forced organizations to rethink their approach to collaboration and communication. Tools like video conferencing, project management software, and digital collaboration platforms have become essential in maintaining a connected and productive workforce. A growing emphasis on mental health and well-being has led to the implementation of wellness programs, flexible working hours, and other supportive policies. These changes not only enhance the overall employee experience but also contribute to higher retention rates and improved job satisfaction. Facility and workplace leaders who adapt to these evolving needs will be better positioned to attract and retain top talent in a competitive market. 

What are the connections between employee experience and physical workspaces? 

It’s hard to overemphasize the effects physical spaces have on employees. In fact, facility managers play a critical role in their overall health and wellbeing. In the episode “’Keep Reskilling’ – Leading Through Change and the Future of FM Innovation,” Lorri Rowlandson, senior vice president for strategy and innovation at BGIS in Toronto, quotes Joseph Allen from his book “Healthy Buildings”: “Facilities managers have more impact on your health and your doctors do.” In her own words, she explains, “We spend 90% of our time indoors now. And so indoor health is something that hasn’t been talked about enough.” 

The physical workspace also plays a crucial role in supporting employee productivity. A well-designed environment can enhance focus, reduce stress, and foster collaboration. For example, providing a mix of quiet zones and collaborative spaces allows employees to choose settings that best suit their tasks and work styles. Ergonomic furniture and adjustable lighting can improve comfort and reduce physical strain, while plants and natural elements can boost mood and cognitive function. Minimizing clutter and maintaining a clean, organized space can help reduce distractions and promote a clear mind. By tailoring the physical workspace to meet the diverse needs of employees, organizations can create a more productive and engaging work environment. 

This hasn’t always been the case, though, and for workplace and facility leaders, workplace innovation requires a shift in mindset from housing employees to enabling their best work, explains Jeff Frick of Menlo Creek Media in Workplace Innovator podcast episode “’Keep Going Forward’ – Exploring the Future of Work and the Physical Workplace.’ 

“Don’t assume what was was correct, right, or that we’re going to go back to. We’re just going to keep going forward, and I think what’s most important is to think of your constituents, the folks in the building, and to shift your mindset. It’s not how I can house them, but how I can help them create an environment where they deliver the best work of their lives,” he says. 

Being successful here means being open to being wrong.  

“I think the other piece is, you know, if you’re trying a bunch of things, some things are going to fail. So, I think you build around experiments that don’t go well, it’s going to encourage people to take more experiments and ultimately, it’s, it’s more people trying more things just as a rule of numbers is ultimately going to impact and create more innovations,” Frick says. 

How can workplace leaders create the right mix of spaces for employees, including the neurodivergent? 

Neurodivergence describes the natural variation in the human brain, encompassing a wide range of neurological conditions like autism and dyslexia. These conditions affect how individuals process information, interact with the world, and experience their environment. The concept of neurodivergence recognizes that these differences are not deficits but rather part of the natural diversity of human cognition. However, this diversity can present various challenges in the workplace, particularly in traditional office settings. For example, some neurodivergent individuals may struggle with sensory overload in noisy or brightly lit environments, while others might find it difficult to navigate social interactions or maintain focus in open-plan spaces. Understanding and accommodating these diverse challenges is essential for creating an inclusive and supportive workplace where all employees can thrive. 

Neuroinclusivity is the practice of creating environments, systems, and cultures that are welcoming and accommodating to all individuals, regardless of their neurological differences. It involves recognizing and valuing the unique strengths and perspectives that neurodivergent individuals bring to the table, while also addressing the specific challenges they may face. A neuroinclusive workplace actively works to remove barriers and provide support, ensuring that everyone has equal opportunities to succeed and contribute. 

In the Workplace Innovator episode “’Do Unto Others’ – Leading with Empathy, Understanding and Compassion as we Design Neuroinclusive Workplaces,” guest Kay Sargent dives deep into the topic, sharing insights from her new book on the topic, “Designing Neuroinclusive Workplaces: Advancing Sensory Processing and Cognitive Well-Being in the Built Environment.” 

Creating spaces where everyone can thrive is more than just an abstract future goal.  “This is a moral imperative,” Sargent says. “We believe the built environment has a huge impact on individuals, and when we do that well, it can have a positive impact, but if we aren’t really leaning into the science of design and doing it intelligently, it can have negative consequences.” 

By intelligently, she means purposefully and comprehensively.  

“… every decision we make — height, scale, color, texture, material — every single decision we make should be intentional, and far too often they’re not.” 

But she doesn’t mean perfectly. Because many people don’t fully understand the issues and the options, they’ll make mistakes, she says. But it’s important to keep trying and re-examine common assumptions about what works best in different spaces. 

Instead of expecting perfection, it makes more sense to focus on authenticity and understanding, both keys to creating inclusive environments 

“I think so many people right now are looking for quick fixes, and they’re looking for trends and what everybody else is doing. And they are not thinking deeply enough about who they are,” Sargent says. 

By fostering a culture of understanding and support, neuroinclusive environments not only benefit neurodivergent individuals but also enhance the overall well-being and productivity of the entire workforce. 

Stay on top of the trends in intelligent worktech and facility management      

Workplace and facility management are constantly evolving with new technologies, regulations, and best practices. Industry professionals always have something new to learn.  

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit Eptura’s resource page. 

The post This month in FM trends: Creating space for employee experience appeared first on Eptura.

Organizations across industries will use AI to transform operations, according to Eptura’s 2025 Workplace Index report. 77% of buildings and facilities managers plan to implement AI in areas like employee experience and visitor management within the next 12 months, while 68% hope to use it to enhance security specifically. Just as important are all the ways employees can personalize AI tools to boost productivity in their individual workflows. 

Welcome to our monthly deep dive into the trends and topics important to busy workplace and facility management (FM) professionals. 

What is AI in the workplace? 

AI applications in the workplace serve distinct purposes for facility managers and office employees, each tailored to their unique roles and responsibilities. For facility managers, AI is primarily for visitor management, space optimization, facilities automation, and preventive maintenance. These applications help enhance security, improve operational efficiency, and reduce costs by predicting and preventing equipment failures and optimizing resource allocation.  

Office employees benefit from AI through seamless check-ins, better space utilization, and access to real-time information about their environment, such as temperature and noise levels. AI-embedded workflows improve their comfort and productivity, making their interactions with the workplace more intuitive and efficient. 

Current workplace AI applications 

In our opinion, Gartner’s “Predicts 2025: Empowering Workers With Intelligent Applications” explores the ways employees already use AI. 

Earlier research cited in the report shows high AI tool adoption rates. According to Gartner®,  “49% of respondents in the 2024 Gartner Digital Worker Survey use everyday AI tools or applications for work purposes.” Employees can use AI tools to automate routine tasks, provide real-time insights, and offer personalized recommendations. For example, AI-driven chatbots can assist with scheduling, answering common questions, and providing quick access to information, reducing the time employees spend on administrative tasks. Adopting AI tools enhances productivity and allows employees to focus more on strategic and creative work. 

The 2025 report also has interesting insights into where and how employees are using AI. 

Digital workers aged 18 to 25 distribute their working time more evenly across various devices, including laptops at a desk, desktop computers, personal devices, laptops away from their desk, mobile devices provided by work, and virtual desktops, according to the report. There’s a shift towards more flexible and device-agnostic work practices, which makes sense in a modern work environment, where employees often need to work from multiple locations and devices. 

According to the research: “Fifty-one percent of digital workers reported customizing or building digital tools to assist their work, while the remaining 49% report using only the digital tools provided to them by IT.” Employees can tailor their work environment to their specific needs, improving their efficiency and job satisfaction. For example, they can create custom workflows, automate repetitive tasks, and integrate different applications to streamline work processes. 

The future of AI in the workplace 

The Gartner report also includes ideas on the future roles of AI. The report predicts that “by 2028: 

• 80% of digital workers will use multimodal interfaces with generative AI, significantly improving task efficiency and workplace accessibility. 
• 30% of business role job descriptions will require low-code or no-code skills as non-IT teams increasingly develop applications and automate process workflows. 20% of digital workers will create tools for themselves and their teammates to manage the noise from embedded intelligence in workplace applications.” 

Taken together, these statistics and predictions highlight how employees are finding ways to personalize the ways they leverage AI to best match their workflows, roles, and responsibilities. 

Spaces are tailored for success, too 

Customization counts in physical spaces, too. A space that reflects the company’s values and mission can create a more cohesive and meaningful environment for employees. When the design aligns with the company’s culture, it can enhance productivity by creating an environment that supports the way employees work. For example, a collaborative culture might benefit from open spaces and meeting areas, while a more focused culture might require more private workspaces. 

A workspace that reflects the company’s culture can also reinforce the brand identity both internally and externally. Consistency can help build a strong brand image and attract the right talent, while visitors and clients can also benefit from a space that aligns with the company’s culture, as it can enhance their perception of the brand and the company’s values. 

In the Workplace Innovator podcast episode “’The Art of the Possible’ – Evolving Workplace Designs and the Role of Technology in Creating Innovative Spaces,” Pendrick Brown, managing director for EMEA and principal at HLW, describes a design practice that starts with a close look at company culture. 

“We really want to get under the skin of the company we’re working with to really understand their culture, really understand their ethos,” Brown says. The goal is to design spaces that are not only unique but also future proof because they match the company’s long-term goals and evolving needs. 

His design teams are also looking at other rich sources of data, including tracking trends across spaces for different types of companies. “Our clients are always asking us what else is out there, what do other companies do? So, we have that information at our fingertips, but our question back is, we don’t want to tell you what your competitors are doing. We want to learn from you what you’re doing, and then how do we translate that into the best design for your people, your ethos, your culture,” Brown explains. 

Experience can be individualized, too 

Workplace leaders should embrace the hospitality mindset to improve employee experience, according to Ashleigh Fiora, vice president and head of strategy and sales at Striden, in “’Partnering for Excellence’ – Empowering People by Delivering Facility Management Hospitality Services.” 

By treating employees with the same level of care and personalized attention typically reserved for hotel guests, companies can foster a sense of belonging and appreciation. This can include providing comfortable and well-equipped spaces and offering amenities that make the workday more enjoyable. For example, well-stocked kitchens, comfortable lounges, and even wellness programs can all contribute to a more positive and engaging work environment. When employees feel valued and supported, they are more likely to be engaged and motivated, leading to higher productivity and better job performance. 

Because people come into the office for new reasons, it’s an opportunity to change roles as well, says Fiora. “Receptionists now are elevated to a concierge role, setting up Wi-Fi, taking your jacket, maybe they are escorting you personally to your host, getting you set up in whatever conference room you have.” 

Stay on top of the trends in intelligent worktech and facility management   

Workplace and facility management are constantly evolving with new technologies, regulations, and best practices. Industry professionals always have something new to learn. 

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit Eptura’s resource page. 

Gartner, Predicts 2025: Empowering Workers With Intelligent Applications, 15 January 2025 

GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved. 

The post This month in FM trends: The future of the workplace is personalized appeared first on Eptura.

As the built environment continues to evolve, companies are looking for the right technologies and strategies to optimize space utilization and enhance the employee experience. NFMT Baltimore 2025 was an opportunity for industry leaders to share the latest trends and best practices in facility management through informative presentations and lively discussions. 

With presentations, learning labs, and the largest product show floor in the country, The National Facilities Management & Technology (NFMT) event was a chance for industry professionals to engage with subject matter experts and gain practical, actionable knowledge to develop their facility management strategies. As a silver sponsor of the event, Eptura was excited to meet people from across the industry and connect with customers at our expo hall booth. 

Presenting the state of the workplace and facility management industry 

One of the most talked-about topics at the event, both during formal presentations by industry leaders and informal conversations between peers, was the current and coming trends in workplace and facility management. 

In their presentation “2025 Asset Management Insights: Balancing Priorities, Tackling Challenges, and Embracing AI,” Mike Petrusky, director of podcasts at Eptura, and Michael Robbins, solutions engineering at Eptura, gave an overview of the key goals and challenges in asset management for the coming 24 months. Using key stats and insights from Eptura’s 2025 Workplace Index report, they covered how companies are focused on setting up centralized maintenance management, creating a fully digitalized asset inventory, and increasing the uptime of their asset portfolios.  

The report lists key areas of opportunity for organizations, including: 

• Leveling employee attendance more evenly throughout the week to avoid peak congestion and ensure a more consistent and comfortable workplace experience 
• Analyzing and adjusting the real estate portfolio to better align with the organization’s needs can lead to significant cost savings and improved efficiency 
• Implementing proactive maintenance and condition-based monitoring to extend the life span of facilities and equipment, reducing the need for frequent replacements 

The presentation also outlined the challenges companies report they’re facing, including the time and resources it takes to pull and process data from separate silos. 50% of businesses use 17 standalone solutions and 37% of organizations employ 11 or more full-time employees to collate, analyze, and report on their worktech data, according to Eptura’s research.  

Building a path forward 

Integrating workplace and facility management into a single platform offers numerous benefits, including data-driven decision-making, enhanced management with centralized data, and improved asset uptime through early problem detection and preventive maintenance. These solutions can help organizations overcome the challenges of data fragmentation and skill gaps, leading to more effective and sustainable asset management practices. By embracing the right combination of technology and strategy, organizations can position themselves for success in a rapidly evolving landscape. 

The future is more intelligent with artificial intelligence (AI) 

One of the key insights from the Workplace Index report is that although many companies can clearly see the advantages of AI, they are concerned that their employees and systems are not yet ready. In fact, 50% of organizations reported insufficient skill sets and lack of cross-platform integrations as their biggest barriers to implementation. 

In his second presentation, “Ushering in the New Age of FM,” Petrusky looked at how companies should see AI technology. Pulling from a diverse set of sources—including business leaders, sports celebrities, and sci-fi classics—Petrusky explained that companies need to think about organizational alignment and cybersecurity when planning an AI implementation. Ensuring that all teams are aligned and that robust risk management measures are in place is crucial for successful deployment. He also emphasized interdisciplinary learning and collaboration. When different teams work together, they can solve problems more effectively and create more value, he explained. 

Change management is now a critical skill in facility management 

Many of the presentations touched on the best ways to introduce people to new processes. In “Breaking the Fixed Mindset – Implementing Change from the Ground Up,” John Rimer, CFM and president at FM360 Consulting, talked about the importance of helping teams work and think in new ways. Companies need to address the challenge of “That’s How We’ve Always Done It” (THWADI)—a common barrier to organizational progress. 

In facility management, examples of THWADI can include: 

• Maintenance schedules: A facility manager might stick to a rigid, calendar-based maintenance schedule for all equipment, regardless of the actual condition or usage patterns, leading to unnecessary maintenance tasks, increased costs, and potential equipment failures if the schedule doesn’t align with the actual needs. A more data-driven, condition-based maintenance approach could be more efficient and effective. 
• Space allocation: Office spaces are allocated based on seniority or traditional departmental structures, without considering the evolving needs of the workforce. The result is underutilized spaces, inefficient use of resources, and a mismatch between the physical environment and the work being done. A more flexible, activity-based approach to space allocation can better meet the needs of a modern, dynamic workforce. 
• Technology adoption: The facility management team doesn’t want to adopt new technology like smart building systems or Internet of Things (IoT) devices, because they are comfortable with existing methods. The team misses opportunities for efficiency, cost savings, and improved occupant satisfaction. Embracing new technology can streamline operations, reduce energy consumption, and enhance the overall workplace experience. 

By recognizing and addressing these THWADI mindsets, facility managers can drive meaningful change, improve operational efficiency, and create a more dynamic and responsive workplace environment. 

In the session titled “How to Mitigate Risk with AI,” Dean Kashiwagi, PhD, P.E., and IFMA Fellow, talked about the critical role vendors can play in implementation. CIB W117 and Performance Based Studies Research Group (PBSRG) use the Best Value Approach (BVA) to reduce project risk. Unlike traditional methods that rely on client oversight and inspections, BVA uses vendor-led planning, early risk identification, and clear performance reporting. PBSRG has managed over 2,000 projects worth $6.7B, achieving 98% customer satisfaction, reducing vendor-caused issues to 1%, and cutting costs by 30%. 

Other trending topics at NFMT Baltimore 2025 

Attendees were also interested in the process of digitization and the ways they could leverage data to improve facility maintenance. They also shared a lot of interest in creating longer asset lifecycles and setting up predictive maintenance programs. Both on the stage and in the expo hall, many of the discussions about the workplace centered on finding ways to best support the in-office experience. With so many organizations reporting more people in the office more often, employee experience was top of mind for many. 

Digitization 

Digitization has transformed facility and maintenance management, delivering new levels of efficiency and control. IoT devices, for example, enable real-time monitoring of building systems, providing instant alerts for issues like temperature fluctuations, water leaks, or equipment malfunctions, which allows for proactive maintenance and reduces downtime. Digital twins, virtual replicas of physical assets, are becoming popular for simulating and optimizing building performance, predicting maintenance needs, and testing new systems without disruptions. 

Predictive maintenance 

Leveraging data from sensors and advanced analytics, teams can use predictive maintenance systems to accurately forecast equipment failures, making possible timely interventions that avoid breakdowns and reduce maintenance costs. By integrating AI and machine learning into a predictive maintenance platform, organizations can improve accuracy in finding failures before they happen. By moving away from reactive toward proactive maintenance, teams have more time and resources to focus on high-priority tasks, improving overall reliability.  

Employee experience and “consistency” as a goal 

Consistency in the workplace experience supports employee satisfaction, productivity, and engagement for all employees, whether they’re in the office full-time, part-time, or only occasionally. Facility managers play a pivotal role in creating consistency and should think strategically about the reasons employees come to the office, the activities they engage in, and the support they need to be effective. 

In her presentation “Coffee and Culture: And Other Things That Matter in Today’s Workplace,” Alana Dunoff, MS, ProFM, FMP, and IFMA Fellow, shared research and insights from a strategic campus planning effort. She explained the variety of drivers, amenities, and occupant services that can enhance the in-person work experience, including: 

• Single pod coffee machines for quick “caffeine fixes” 
• Whiteboarding spaces for collaboration and creativity 
• Wellness areas like quiet rooms or fitness centers for wellbeing 

By finding and focusing on what matters to employees, facility managers can create a workplace that not only meets practical needs but also fosters a positive and inclusive culture. 

NFMT Baltimore 2025 supports professional development 

NFMT Baltimore 2025 was an opportunity for workplace and facility leaders from a wide range of industries to come together to share critical challenges and cutting-edge solutions. With presentations covering big-picture topics, including the state of facility management and change management for AI, attendees were able see the important trends shaping the industry. There were also opportunities to dive deeper into smaller, more focused areas like water plants and janitorial services so they could gain the specific knowledge and skills to succeed. 

Discover more upcoming events for workplace and facility management professionals. 

The post NFMT Baltimore 2025: Empowering facility professionals appeared first on Eptura.

In the vast and complex world of industrial operations, managing processes across multiple, geographically dispersed locations can be a challenge. The need for centralized control, real-time data acquisition, and robust operational security has never been more critical. Enter Supervisory Control and Data Acquisition (SCADA) systems — a technological marvel designed to address these very challenges.

The genesis of SCADA systems 

Imagine a time when industrial operators had to rely solely on manual checks and local controls to monitor equipment spread across vast areas. The inefficiencies were glaring, and the potential for errors was high. The advent of SCADA systems transformed this landscape by introducing a centralized platform capable of overseeing and controlling operations from a single point. This innovation not only streamlined processes but also paved the way for enhanced data-driven decision-making. 

Unifying distributed operations 

At its core, a SCADA system serves as the nerve center for industrial operations. It integrates various components such as sensors, Remote Terminal Units (RTUs), and Programmable Logic Controllers (PLCs) to collect real-time data from equipment located in diverse locations. This data is then transmitted to a central control room, where operators can monitor system performance, analyze trends, and make informed decisions. The ability to centralize control over dispersed assets not only enhances operational efficiency but also ensures consistency in process management.

Enhancing operational security 

With the increasing interconnectivity of industrial systems, the importance of operational security cannot be overstated. SCADA systems play a pivotal role in safeguarding critical infrastructure by providing robust security features designed to detect and mitigate potential threats. By implementing best practices in SCADA cybersecurity, organizations can protect their industrial control systems from disruptions that could have severe economic, environmental, or safety impacts. 

Seamless system integration 

Integrating SCADA systems with existing industrial infrastructure is a strategic move with significant benefits. Modern SCADA solutions are designed to be compatible with a wide range of communication protocols and hardware, facilitating seamless integration with legacy systems. This interoperability ensures that organizations can upgrade their control systems without the need for a complete overhaul, thereby optimizing investment and minimizing downtime.

Real-world applications 

Consider the energy sector, where companies manage extensive networks of substations and transmission lines. Implementing a SCADA system allows operators to monitor voltage levels, detect faults, and control equipment remotely, leading to improved reliability and faster response times. Similarly, in water treatment facilities, SCADA systems enable precise control over chemical dosing and water flow, ensuring compliance with safety standards and efficient resource utilization. 

The human element: Empowering operators through visibility and insight 

While SCADA is often discussed through the lens of technology — hardware, protocols, networks — it’s just as important to consider the human impact. Operators, technicians, and decision-makers benefit immensely from the visibility and control SCADA systems provide. No longer reliant on fragmented reports or delayed data, teams can interact with live system information, troubleshoot issues proactively, and make more confident decisions. 

In many cases, SCADA systems help create a culture of continuous improvement. With historical data easily accessible, operators can look back at previous performance trends, correlate events, and identify patterns that were once hidden in the noise. This shift from reactive to proactive thinking helps teams avoid downtime, improve safety, and deliver better results across the board. 

Moreover, the intuitive interfaces and customizable dashboards available in modern SCADA platforms reduce the learning curve for new team members and improve operational agility. In industries where retention and training are ongoing challenges, this kind of user-focused design supports better outcomes at every level. 

Ultimately, SCADA systems don’t just automate processes — they empower the people behind them. By giving teams the tools they need to understand and manage complex systems with confidence, SCADA reinforces a culture of accountability, insight, and continuous progress. 

Looking ahead: The future of SCADA systems 

As industries continue to evolve, SCADA systems are also advancing to meet new challenges. The integration of Internet of Things (IoT) devices and advancements in data analytics are enhancing the capabilities of SCADA systems, enabling predictive maintenance and more sophisticated process optimization. Furthermore, as cybersecurity threats become more sophisticated, ongoing enhancements in SCADA security protocols are essential to protect critical infrastructure. 

SCADA as the cornerstone of connected, secure operations 

The implementation of SCADA systems marks a significant step forward in centralizing control over data across distributed locations. By enhancing operational security and facilitating seamless system integration, SCADA systems empower organizations to manage complex industrial processes with greater efficiency and reliability. As technology continues to advance, the role of SCADA systems will undoubtedly expand, further solidifying their position as indispensable tools in the industrial sector. 

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In the realm of maintenance management, the evolution from manual work order processes to automated systems has marked a significant leap toward operational excellence. This transformation is not merely about adopting new technology; it’s about reshaping workflows to achieve streamlined operations, enhanced efficiency, and consolidated systems.

The traditional landscape of work order management 

Historically, organizations relied heavily on manual methods for managing work orders. This approach often involved paper-based systems or basic digital tools that required extensive human intervention. Coordinating tasks, tracking progress, and ensuring timely completion were labor-intensive processes prone to errors and delays. Such inefficiencies not only hampered productivity but also escalated operational costs.

Emergence of automation in work order processes 

The advent of automation introduced a paradigm shift in handling work orders. By digitizing and automating these processes, organizations could now create, assign, and monitor tasks with unprecedented ease and accuracy. Automation facilitated the automatic generation of work orders based on predefined triggers — such as scheduled maintenance intervals or equipment performance metrics — thereby reducing the reliance on manual inputs and minimizing the risk of oversight.  

Benefits of automated work order systems 

Implementing automated work order systems has a multitude of advantages:

• Enhanced efficiency and productivity: Automation streamlines the entire workflow, enabling tasks to be completed faster and with greater precision. This efficiency allows maintenance teams to focus on critical issues rather than getting bogged down by administrative tasks. 
• Improved accuracy and reduced errors: Automated systems minimize human errors associated with manual data entry and task assignments, ensuring that work orders are accurate and reliable. 
• Real-time tracking and visibility: With automation, managers gain real-time insights into the status of work orders, facilitating better decision-making and resource allocation. 
• Cost savings: By reducing manual labor and optimizing resource utilization, organizations can achieve significant cost reductions in their maintenance operations. 

System consolidation through automation 

Beyond individual task management, automation plays a pivotal role in consolidating various maintenance management functions into a unified system. Integrated platforms, such as Computerized Maintenance Management Systems (CMMS), offer comprehensive solutions that encompass work order management, preventive maintenance scheduling, inventory control, and asset tracking. By centralizing these functions, organizations can eliminate silos, enhance data consistency, and improve overall operational coordination.

Implementing automation: Considerations and best practices 

Transitioning to an automated work order system requires careful planning and execution. Organizations should assess their current processes, identify areas that would benefit most from automation, and select a system that aligns with their operational needs. Training staff to adeptly navigate the new system is crucial to ensure a smooth transition and to maximize the benefits of automation. Additionally, integrating the automated system with existing enterprise solutions can further enhance efficiency and data coherence. 

The road ahead: Embracing technological advancements 

As technology continues to evolve, the potential for further enhancing work order management through automation is vast. Emerging technologies such as the Internet of Things (IoT) and Artificial Intelligence (AI) are poised to offer predictive maintenance capabilities, where systems can anticipate equipment failures before they occur and automatically generate work orders. Embracing these advancements will enable organizations to move from reactive to proactive maintenance strategies, further solidifying operational efficiency and system integration.   

Work order success story: City of West Kelowna Water Treatment Plants 

The City of West Kelowna, located in British Columbia, Canada, is known for its commitment to providing high-quality water services to its residents. The city operates several water treatment plants, each critical to ensuring the safety and reliability of the water supply. However, like many municipal organizations, the City of West Kelowna faced significant challenges in managing its assets efficiently and maintaining optimal operational performance. 

The challenge 

One of the primary issues the city was grappling with was the lack of a comprehensive and integrated asset management system. The existing processes were largely manual and fragmented, leading to inefficiencies, errors, and a lack of visibility into the maintenance and operational status of their assets. This not only increased the risk of equipment failures but also made it difficult to plan and budget for maintenance activities effectively. The city needed a solution that could centralize asset management, streamline maintenance processes, and provide real-time insights to enhance operational efficiency. 

The solution 

To address these challenges, the City of West Kelowna implemented Eptura Asset, a robust asset management software designed to optimize the lifecycle of assets. The decision to implement Eptura Asset was driven by the need to solve specific problems, including: 

• Detailed budget tracking: The city required a more accurate and detailed way to track and manage budgets for maintenance and repairs. Eptura Asset’s purchase order system provided the necessary tools to monitor expenses and ensure that budget allocations were used effectively.  
• Streamlined scheduling: Preventive maintenance was a critical aspect of the city’s operations, but the manual scheduling process was time-consuming and prone to errors. Eptura Asset’s preventive maintenance module allowed the city to schedule and track maintenance activities more efficiently, reducing the risk of equipment failures and downtime. 
• Easier asset management: The city’s water treatment plants are spread across various locations, some of which have poor reception. Managing assets in these areas was particularly challenging. Eptura Asset’s parts barcoding feature made it easier for maintenance technicians to locate and manage equipment, even in areas with limited connectivity. 

The result 

The results of implementing Eptura Asset have been remarkable. The city has seen a 50% improvement in operational efficiency and productivity. This significant enhancement is attributed to the detailed view of each asset’s lifecycle and maintenance needs, which allows for more informed decision-making. The purchase order system has provided better budget tracking, ensuring that resources are allocated more effectively. The preventive maintenance module has streamlined scheduling, reducing the risk of equipment failures and downtime. Additionally, the parts barcoding feature has made asset management more efficient, particularly in areas with poor reception. 

The city is also exploring the integration of CAD drawings into Eptura Asset to further optimize their operations. This integration will allow maintenance technicians to easily locate equipment using detailed floor plans, further enhancing their ability to perform maintenance tasks efficiently. The combination of these features has not only improved the city’s operational efficiency but also enhanced the overall reliability and safety of their water treatment plants.   

For a deeper dive into the specific strategies and technologies used, and to learn more about the ongoing benefits and plans, explore the full case study. 

Bringing it all together: The power of automation in a unified system 

The integration of automation in work order management is more than a technological upgrade; it is a strategic move toward consolidating systems and enhancing operational efficiency. By adopting automated solutions, organizations can streamline their maintenance processes, reduce errors, cut costs, and gain valuable insights into their operations. As the landscape of maintenance management continues to evolve, embracing automation will be key to staying competitive and achieving long-term success. 

Get in touch with Eptura to learn more about how we can streamline your work order management and overall asset maintenance strategy.  

The post Work order consolidation and automation: A path to operational excellence appeared first on Eptura.

In a world where facilities are more complex, connected, and essential than ever, one thing is certain: you’re sitting on a goldmine of data. 

Every HVAC system, lighting fixture, elevator, and generator in your portfolio generates some form of operational data. You’ve got service records, energy consumption logs, vendor contracts, lifecycle estimates, and technician notes — spread across spreadsheets, software systems, and sometimes even clipboards. 

It’s a lot. And if we’re honest, it doesn’t always feel like a goldmine. Sometimes it feels more like quicksand. 

But here’s the truth: asset data isn’t the problem. Disconnected, disorganized data is.  

And once you learn how to consolidate and harness it, you unlock a massive opportunity — not just for smoother operations, but for strategic impact across your entire organization. 

When “more data” isn’t better (yet) 

It often starts with good intentions. You implement systems to track maintenance, monitor performance, and log repairs. Over time, you add new buildings, more assets, and a wider range of vendors. Each new system promises insight. But in practice? You end up with data silos. 

One platform might show you work order history. Another holds warranty information. Energy data lives in a different place. And your team? They’re toggling between systems, hunting for answers, and making decisions without the full picture. 

It’s not that you have “too much” asset data. It’s that the data isn’t speaking the same language — or even living in the same room. 

This is where data consolidation changes everything. 

The power of a unified asset view 

Picture this: 

You log into a single platform and immediately see a real-time view of every HVAC unit across your properties — alongside its service history, energy usage, age, upcoming maintenance needs, and vendor performance. 

Your team can prioritize preventive maintenance. Your procurement manager knows exactly when and where to order parts. Your leadership team gets a clear picture of where to invest in upgrades — and where to hold off. 

This is the power of consolidated asset data: clarity, control, and confidence. 

And it doesn’t just make your job easier — it elevates the role of facilities management from reactive problem-solvers to proactive business partners. 

How to consolidate asset data 

So how do you get from siloed chaos to streamlined strategy?  

It starts with a clear, step-by-step approach — not just flipping a switch, but building a sustainable foundation for smarter operations. 

1. Audit your current data landscape

You can’t consolidate what you don’t understand. Begin by mapping out all the systems, platforms, spreadsheets, and manual logs where asset data currently lives. Identify who owns what, what formats the data comes in, and where inconsistencies show up. 

Look for overlaps — are two teams tracking the same asset in different systems? Are naming conventions inconsistent? These are signals of inefficiency, but they’re also opportunities to tighten your processes. 

2. Establish data governance

Once you know what you’re working with, you need to set the rules. 

Create a framework for how data should be entered, maintained, and updated. Standardize fields (e.g., “Asset ID” vs. “Equipment Code”), define naming conventions, and assign clear ownership so someone is always responsible for data accuracy. 

Good governance doesn’t just make data cleaner — it makes it more trustworthy and actionable. 

3. Integrate your systems

This is the technical heart of data consolidation: bringing everything into a centralized platform or ecosystem. Whether that’s a full-scale Enterprise Asset Management (EAM) system or a smart layer that integrates your existing tools, the goal is the same: to create one source of truth. 

Integration also means connecting the dots between types of data: linking condition monitoring with work orders, energy usage with maintenance schedules, and lifecycle data with capital planning. 

4. Cleanse and validate your data

Before importing old data into a new system, take the time to clean it. Remove duplicates, correct errors, and ensure consistency. A fresh start with clean data will prevent headaches down the line and make your new system more effective from day one. 

5. Make it user-friendly

This part is often overlooked but critically important. The best data in the world won’t help if your team can’t access or understand it. 

Use dashboards, mobile apps, and role-based permissions to tailor the experience. A technician in the field should be able to scan a QR code on an asset and instantly view service history. An executive should be able to glance at a dashboard and see uptime trends. 

When the right people have the right data at the right time, your whole organization moves faster and smarter. 

How does this benefit facilities managers? 

So let’s bring it back to you — the facilities manager. 

Why does asset data consolidation matter in your day-to-day? 

• Less firefighting. You’re not reacting to unexpected failures — you’re planning ahead with confidence. 
• Fewer disruptions. Predictive maintenance means less downtime and smoother operations. 
• Smarter budgeting. You can make the case for funding with hard data, not just gut instinct. 
• Stronger teams. Your staff spends less time chasing information and more time doing high-value work. 
• More recognition. Facilities management becomes a strategic contributor to business outcomes, not just a cost center. 

Real-world payoff: How UCHealth optimized their healthcare facilities 

UCHealth had been facing significant challenges managing its extensive portfolio of facilities, including inefficient space utilization and maintenance management, which led to increased operational costs and made effective patient care more difficult.  

To address these challenges, UCHealth implemented solutions from Autodesk and Archibus. They wanted better facility management through better data integration and real-time analytics. The program started by creating detailed 3D models of facilities with Autodesk Revit, which helped in accurate space planning and management. The next step was implementing Archibus to streamline maintenance operations by automating workflows and providing comprehensive asset management tools.  

UCHealth has reported significant improvements in operational efficiency, including reduced maintenance costs and better allocation of space, directly contributing to enhanced patient care and staff satisfaction. Implementing Autodesk and Archibus has also provided UCHealth with valuable data-driven insights, allowing for proactive facility management and strategic decision-making.  

Read the full customer story here. 

Facilities as a data-driven discipline 

As the role of the facilities manager continues to evolve, one thing is clear: the future is data-driven. 

But it’s not about collecting more — it’s about doing more with what you already have. 

By consolidating your asset data, you give yourself and your team the tools to lead. Not just maintain. Not just respond. But lead — with clarity, strategy, and measurable impact. 

Because at the end of the day, great facilities management isn’t just about keeping the lights on. It’s about building environments where organizations — and people — can thrive. 

Find out how you can achieve this with Eptura Asset.    

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