Special thanks to Glaxo Smith Kline Roche Parma

The Mc. Kinsey 7 S-Model strategy skills structure shared values style staff systems

The Netherlands Structure: The job responsibilities are expanding Systems: Quality and services are very

Belgium/ Luxemburg Structure: Operational activities are outsourced Systems: High quality and high level of

Germany Style: A shift from controling style to own responsibilities Skills: Focus on technical

Switzerland Systems: Processes are well organised Staff: Employees are extremely well rewarded Strategy: Facility

Austria Structure: People are especially focused on structure Staff: Employees are highly educated Strategy:

France Staff: There’s no specific education for Facility Management Skills: Good negotiation skills Shared

Hungary Structure: Hierarchical structure Style: Bureaucratic Contradictions in management style Staff: Many differences in

Croatia Systems: Less structure or procedures Style: Employees have their own responsibilities and have

Italy Systems: Quality standards are important Staff: Highly educated employees Skills: Knowledge is essential

Statement 1 Cultural differences are not decisive. What really matters is size and development

Statement 2 What are the essential competencies for an international facility manager?

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Special thanks to: Glaxo Smith Kline Roche, Parma Site Services Munich Airport FH Kufstein Siemens Italy Jones Lang La. Salle Daimler-Chrysler Immobielien Nike Europe, Middle East & Africa FMC IFMA Deutschland Management Consulting Pilger Facility Management Citbank Waterworks of Budapest MOL Hungarian Oil and Gas Company Zone Villa FM Reality Consult Pirelli RE Facility Management Kerner Silicon Graphics Cisco e. FM Clearstream International Academic Hospital Maastricht Sun Microsystems Facultà di Architettura Valle Giulia

Results Goal of research: “Discovering the profile of an international Facility manager” Research based on 32 Companies

Facility Management Departments

Strategy Facility Management

Unique Selling Points and Focus

Facility Manager

The Mc. Kinsey 7 S-Model strategy skills structure shared values style staff systems

The Netherlands Structure: The job responsibilities are expanding Systems: Quality and services are very important Staff: Dutch employees are very articulate Skills: Facility Management in the Netherlands has a high level of professionality

Belgium/ Luxemburg Structure: Operational activities are outsourced Systems: High quality and high level of technology Staff: The staff is multicultural Skills: Social skills are appreciated Strategy: International orientation

Germany Style: A shift from controling style to own responsibilities Skills: Focus on technical education and attitude Shared values: Established companies have a traditional and formal culture

Switzerland Systems: Processes are well organised Staff: Employees are extremely well rewarded Strategy: Facility Management is focused on Real Estate Shared values: Employees are very proud of their job and country

Austria Structure: People are especially focused on structure Staff: Employees are highly educated Strategy: Facility departments don’t have their own strategy

France Staff: There’s no specific education for Facility Management Skills: Good negotiation skills Shared values: Open culture and employees are competitive

Hungary Structure: Hierarchical structure Style: Bureaucratic Contradictions in management style Staff: Many differences in salary, education and motivation Shared values: Extremely good secundary working circumstances

Croatia Systems: Less structure or procedures Style: Employees have their own responsibilities and have to make sure their tasks are finished on time Skills: Ability to network in business, social skills are important Shared values: Family culture, work and private lives are highly connected

Italy Systems: Quality standards are important Staff: Highly educated employees Skills: Knowledge is essential for an organisation Strategy: The results are more important than the process Shared values: Open culture Note: The Facility Industry is increasing

Statement 1 Cultural differences are not decisive. What really matters is size and development stage of the organisation.

Statement 2 What are the essential competencies for an international facility manager?