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Challenges of mobilisation

Emrill's Marie Gore says the changing nature of FM makes it relevant

Marie Gore
Marie Gore

When I was first interviewed for my role at Emrill, the incumbent managing director was concerned that I would be bored — my previous role was leading multi-million pound projects for the UK government both nationally and internationally.

He believed I wouldn’t find the FM industry in the Middle East exciting or challenging enough. Now in my third year, I’m glad he gave me the opportunity to find out. The FM industry is dynamic, challenging and ever changing.

According to Global Industry Analysts reports, the world FM market is forecast to reach $394.69bn by 2017 with medium to long-term growth being driven by the resurgence in FM outsourcing especially in Asia, the Middle East and Africa.

In addition to this, a report by Zawya advises the GCC is estimated to see a 44% increase in market activity by 2014 — that’s an estimated $9.45bn of opportunities, which will certainly keep the industry busy over the coming months.

The growth of the industry will however face significant recruitment and training challenges with FM companies recruiting from diminishing demographics and further visa restrictions in the region.

Moreover, the maturing FM market has seen an increased expectation from clients in terms of service delivery standards. Firms will need to adapt and evolve significantly by applying innovative strategies to overcome critical challenges in these areas.

The increase in market activity is going to require FM companies across the region to mobilise new contracts. Mobilisation can be a complex and stressful time for all stakeholders — the client, the outgoing provider and the new service provider.

Early engagement with key stakeholders is critical to manage expectations and gain sponsorship from senior management to obtain buy-in for the changes that will take place.

As with all change projects, utilising a systematic approach with focused outcomes which are closely aligned with project management methodology is paramount.

A communication strategy is essential and the key to success is gaining an in-depth understanding of the challenges ahead, together with leveraging resources and support from top-level sponsorship.

It is also important for the incoming service provider to work with the incumbent to ensure continued service quality with minimal disruption to day-to-day business throughout the transition period. The implementation phase therefore must take into consideration the complexity, dynamics and culture of the firm along with the performance model being implemented.

At Emrill I lead a dedicated change and mobilisation team committed to managing programmes for customers. We have invested in the creation of processes which are used to successfully deliver major contract mobilisation and local change initiatives.

I believe the collaborative working practices of all personnel are key to effective mobilisation. Our team works closely with the bid team, Centre of Excellence, and operations to ensure a cohesive, multi-faceted and co-ordinated approach from the outset.

This allows us to maximise time from the contract award to prepare, plan and conduct any due diligence activities, site familiarisation visits and test service assumptions prior to commencement of the transition period. Our team pays particular attention to detail, ensuring the new service delivery model is fit for purpose from day one.

Mobilisation and change are fields that requires further development in the FM industry, requiring dedicated teams that can lead with their expertise, knowledge and strategic planning to effectively transition the client to a new provider.

About the author
Marie Gore is senior change manager for Emrill Services

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