ADVICE & OPINION
DATA CHANGE
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
David Fathers, Regional General Manager at Crown Records Management says now
is the time for )0s to explore the benefi ts of digital transformation in managing data
Aˆ er more than a year of working
through the COVID-19 pandemic,
companies across the UK are realising
that digital transformation is more
imperative than ever before. Facilities
management professionals are faced
with a variety of questions around
visitor management, remote working,
ensuring post-COVID workspaces
are safe and compliant - as well as
the potential for increased costs
of keeping up with new business
requirements.
Some have been putting o the
digitalisation process for years, perhaps
out of a misplaced fear that it will be
expensive, complicated or disruptive,
or potentially even due to resistance to
new technologies among employees.
However, there is a growing consensus
that digital transformation is vital for
keeping up with the ‘new normal’
as businesses prepare to welcome
employees back to work. Businesses
that embrace hybrid working models
or phased returns to work, for instance,
must now explore ways of keeping track
of who is in the building. Compliance
with social distancing will continue to be
crucial, even as some sense of normality
returns.
While specific needs will vary between
16 JUNE 2021
sectors, the need to store, access
and share data easily and securely is
common to almost all – especially in
an era in which employees are likely to
access important documents remotely.
WHAT DOES DIGITAL
TRANSFORMATION REALLY MEAN?
A catch-all term, digital transformation
means di erent things to di erent
organisations. It encompasses just about
any initiative which uses digitalisation
and new technology to improve business
processes to better meet the needs of
customers and improve profitability.
However, for many FM professionals
tasked with this challenge, the key
question is: where to start?
Here is a four-step process to help
businesses begin their digital journey:
1: Be clear about the business case
Start by asking yourself why you are
embarking on the digital transformation
process. Be clear about the outcomes
you are looking for and what benefits
you envisage.
For instance, are you looking for peace
of mind from a security and compliance
perspective, and do you need helpful
insights to make informed decisions
regarding future o ice plans? Digitising
people’s credentials and presence
enables the facilities management
team to have a clear view of not only
who is visiting and when, but a review
of previous visits and footfall.
Remember, digital transformation
can result in significant savings, so
the decision is also about return on
investment. Utilising workflows, for
example, allows manual tasks to be
automated, which will free up time
for people to apply themselves to
other, more cost-e ective tasks. Using
data analytics modules helps make
informed, proactive decisions - without
having to spend hours collating the
relevant information beforehand. It
also ensures you are working with live
data and not information that is days
or even weeks old. All of this results
in sta operating in a more e icient
manner.
2: Articulate the vision
What will the future look like for the
business, and how do you envisage
employees working? For instance,
document management o ers control
and visibility, providing a full audit
trail of who has access to documents
and data – plus, you can adapt these
structures and policies with a few clicks
of your mouse.
Be sure to socialise the initiative.
A key reason digital transformation
projects fail is a lack of understanding
around employee readiness, so
address the question of technology
adoption within the organisation.
Ultimately, you should seek to foster
a positive attitude toward digital
transformation, where employees feel
empowered by technology to perform
well in their roles and keep up with the
latest guidance. For example, using an
ECM platform to both store and share
company and COVID policies is an
e ective way to ensure employees are
aware of and adhering to the required
policies. Using workflow tools to send
reminders to sta members, along with
the relevant documentation, ensures
that each member has regular visibility of
what is required of them.
3: Plan for success
A project plan with clear timelines,
owners, accountabilities and success
measures is good practice.
Think about the information/data that
is being used in the process, and what
aspects of the current information/data
lifecycle employees find frustrating.
Enterprise tools for searching, sharing
and consuming information are vital; and
ideally, that information will be delivered
in a smart and compelling way.
Consider that you may need to weed
out duplicate records and unwanted or
out-dated information before you start.
Many of the processes around
implementing new ways of working will
involve collaboration with colleagues
or external parties. There will be various
discussions, with multiple designs
and versions dra’ ed. Having those
documented with version control makes
the process simple. Being able to share
those conversations, versions and
decisions with colleagues or external
parties to review and make digital notes
on will ensure e iciency and compliance.
Step 4: Review and Repeat
Whether this is your first digital
transformation project as part of a
wider strategy, or whether the journey
is complete, ensure that you are able to
review the business benefits and assess
the return on investment.
If you’ve started in one function
and it’s been a success, then consider
other key processes such as invoice
management, contract management,
mailroom, knowledge sharing, or case
management. The opportunities to
become more digitally enabled are
limitless.
Three bonus top tips to make your
digital transformation a success:
1. Identify a partner that can help you
identify the key areas where you’re
likely to obtain the quickest return on
investment.
2. Work with the partner to define a
clear business plan to present to senior
management.
3. Don’t be afraid of asking questions
– you must ensure this partner has
the technology suite and experience
to support you through the design,
implementation and go-live processes.
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