Facilities Management (FM) is undergoing rapid evolution—think smart building tech, sustainability targets, hybrid workplace strategies, and outsourced delivery models. But in large corporate environments, where FM spans multiple sites, regions, and service lines, managing change can be like turning a cargo ship in a storm.

In this post, we explore the key reasons why large corporate FM teams struggle with change management, and what practical steps can be taken to lead change successfully—without losing control of day-to-day operations.

The FM Change Challenge in Large Corporates

Change is everywhere in FM—new CAFM systems, shifting supplier contracts, ESG mandates, workplace redesigns—but implementing these changes in a multi-layered organisation brings some tough realities:

1. Complex Site Portfolios = Fragmented Implementation

Large corporates often operate across multiple buildings, campuses, or even countries. What works in one site may not be relevant or feasible in another.

• Common issues: Inconsistent rollouts, varied service levels, misaligned goals.
• Example: A new sustainability initiative (e.g. energy-saving technology) launches in HQ but stalls in regional sites due to lack of training or budget.

Solution: Pilot first, localise your strategy, and involve site-level teams in co-creating implementation plans.

2. FM Teams Are Often “Invisible” Until Something Goes Wrong

In many corporates, FM operates in the background. That makes gaining attention—and resources—for change initiatives harder.

• Common issues: Low executive visibility, underinvestment, poor stakeholder engagement.
• Example: A proposed digital FM system is deprioritised because it’s seen as back-office rather than strategic.

Solution: Link FM change projects directly to business outcomes—cost reduction, employee wellbeing, ESG reporting, or compliance.

3. Outsourced Partners Add Complexity

Many FM services are outsourced. That means change involves not only internal teams, but also suppliers who may have different incentives, tools, or cultures.

• Common issues: Misaligned objectives, contract rigidity, lack of buy-in from service partners.
• Example: A new service level standard is introduced, but the supplier resists because it impacts profit margins.

Solution: Involve suppliers early, co-develop SLAs with shared KPIs, and ensure change is baked into contract clauses and reviews.

4. FM Professionals Are Doers, Not Always Change Agents

FM teams are skilled at delivery—fixing, maintaining, cleaning, moving. But managing behavioural or digital change across large teams isn’t always part of their core training.

• Common issues: Over-reliance on process over people, lack of structured change management approach.
• Example: A new helpdesk system is launched, but frontline teams continue to use old communication channels due to habit and lack of training.

Solution: Provide training in soft skills, stakeholder engagement, and change management principles. Nominate “change champions” in each region or department.

5. FM is Often Pulled in Too Many Directions

From compliance to cost-saving, sustainability to space planning—FM sits at the intersection of multiple priorities. This creates tension and change fatigue.

• Common issues: Burnout, disengagement, conflicting initiatives.
• Example: While rolling out a new cleaning contract, the team is also managing a fire safety audit and a workplace redesign—stretching resources thin.

Solution: Develop a clear change roadmap that prioritises initiatives and spaces them out. Communicate the “why” behind each project and how it links to the big picture.

6. Data and Systems Don’t Talk to Each Other

Many corporates have legacy systems or disjointed tools. That makes it difficult to gather insights, track progress, and measure the impact of change initiatives.

• Common issues: Inaccurate data, decision delays, lack of real-time visibility.
• Example: Trying to track energy savings across a portfolio when sites use different building management systems.

Solution: Invest in integration where possible, and choose systems that offer dashboards, mobile access, and scalable reporting.

Final Thoughts: Leading Change in FM Requires a Shift in Mindset

Change in FM isn’t just about tech upgrades or new contracts—it’s about engaging people, aligning strategy, and building a culture where improvement is constant. Large corporates that succeed in FM transformation treat change management as a capability, not an event.

In summary:

• Focus on people, not just processes
• Build cross-functional support early
• Train FM leaders in communication and influence
• Use pilots and phased rollouts
• Keep the change tied to business goals

Need Help Navigating Change in Your FM Team?
We help facilities teams in large corporates lead successful change—from digital rollouts to supplier transitions—through practical planning, stakeholder alignment, and on-the-ground support. Let’s talk.