Transforming fear of change into positive support.
Summary
Graeme Warnell has overseen the implementation of CAFM systems for businesses of all sizes, including multinational corporations such as BP. FMs who have a clear idea of what they want to achieve from the organisational changes associated with CAFM usually have a planned strategy, based on on proactive thinking and business analysis. However, not everyone takes such a structured approach, and this is usually the case when implementing change in response to seeing developments in FM technology, realising that existing solutions are not fit for purpose, and being afraid of lagging behind. They will also mistakenly put their faith in the misconception that implementing CAFM will streamline operations overnight and generate immediate cost savings – job done. Others will then be able to challenge and interrogate the data to their own satisfaction; they can use it to unlock learnings and validate assumptions; they can justify expenditure; and they can map and measure improvements.
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