Facilities Management Features
Tony Keane, IFMA's new President and CEO, shares his vision for IFMA's second 30 years
In IFMA's 30th anniversary year, Tony Keane, in an April 14 exclusive interview with Peter Kimmel, IFMA Fellow and Publisher of FMLink, addresses IFMA's infrastructure, globalization, and how it needs to adapt in order to accomplish its goals.
Tony Keane has clearly established himself as the individual to lead IFMA to the next level in its development. The interview and the actions he has taken to date demonstrate an uncanny ability to lead and motivate, to instill confidence in those with whom he works, to apply a strong business and organizational management background, and to identify what needs to be done for the association from both a strategic and tactical perspective. Read on to see how Tony intends to set his plan in motion.
Peter Kimmel: What was the first day that you officially started working as the President and CEO of IFMA, and what did you do immediately prior to then to ease the transition for both IFMA and yourself?
"The organization has had a great 30 years, and now the focus is on what can we do in the next 30 years—that's where I feel I can add value."
PK: What has been the most rewarding part of what you've done so far?
I have received positive feedback on this approach to "learning IFMA," and that has been very rewarding.
PK: There's always a lot of apprehension when someone new comes in, especially when someone has been there for as long as Dave had, and it's clear that you've tried to make everyone feel comfortable.
PK: Tell me about that vision.
Among my first order of business was to conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) and listen to headquarters staff, board and members.
One of the conclusions I came to was that we had to fix the association's infrastructure—with IT [Information Technology] being the top priority. For us to grow the organization, we must have an infrastructure to support that growth. For the IT area we will need to:
Between now and the end of the calendar year, the management team and I are going to spend a lot of time on those areas—building the framework for future growth. I am excited about the opportunities for business process improvement.
The second aspect is that we have to make sure that we continue to have a strong member value proposition. We must make sure that our current products and services are relevant to our members, customers and constituencies. We need to put a process in place that ensures their relevancy over the next thirty years.
"IFMA is considered a U.S.-centric group—we need to change that perception—that is one of our biggest challenges."
PK: Where do you want the association to be in thirty years?
With that said, one of my other goals is to strengthen IFMA's global footprint. Depending on what country and facility management culture we're working with, this initiative will take on many different shapes and forms.
PK: How do you see IFMA's tying into the other global FM organizations, such as Global FM and others?
In terms of other associations, the question becomes, "How can we each leverage our strengths?" For example, FMA Australia adopted IFMA's credentials (e.g., CFM®, FMP®) as part of their members' professional development. These may continue to be of value to fellow facility management groups—especially those who are smaller and don't have the resources to invest in a credentialing program.
PK: Where there are FM organizations in other countries, do you see members belonging to both IFMA and the other organization, or some type of joint membership?
What we really have to look at is how to reach the FM professionals around the world who don't belong to any FM groups. If we're going to elevate the profession to a higher level of credibility and accountability, we need to get those people involved. We need to make sure that they keep up with the latest trends and news impacting the profession. I am not averse to creative ways to look at global partnering.
PK: How do you see the roles of associations changing in today's world?
As a result, many associations struggled and had to look for alternative ways to add value for their members. Some merged, and some went under. The ones who are here today are those who figured out what their new value proposition was, and for many, that became the value of networking and bringing people with like interests together.
So in the last fifteen years, those associations built communities of practice, through both electronic and face-to-face forums. Now, once again, there are new technological changes—this time in the form of social media—Twitter, Facebook, LinkedIn, etc. All of a sudden, one doesn't need an association to bring people together anymore.
Associations today need to reassess and ask themselves, "How do we add value?" My personal opinion is that the way associations add value is through the knowledge model: where there is data, there is knowledge and wisdom. There's a great deal of both data and knowledge out there from a variety of different sources. Associations now have to focus on the wisdom—but how does one create wisdom in our profession? One avenue would be to add structure to the communities that presently exist.
These changes will not evolve overnight—we're talking about three-to-five year periods, a long time for most. But in the history of an association, that can be a very short time.
"The power of many is much stronger than the power of one!"
PK: In these changing times, we know we need to adapt, and adapt quickly, even if we don't know the details of what new technology or advance will be impacting us a year from now. How do you see IFMA's being very agile so it can adapt to whatever situation arises?
Our internal business process and governing structure has to be flexible enough to respond to issues on a rapid-fire basis. As a small example, new health care legislation came out recently; within days, a few associations were already coming out with seminars and webinars to be offered within two weeks. Clearly, they had started that process before—they were in tune, watching what was going on, and made sure that they could get something out to their members very quickly.
We need to be able to do that for facility management. We need to provide value to our members and the FM community. I envision IFMA being that nimble, and providing the FMs the tools to implement change to help their organizations adapt to a changing environment. We need to be ready and willing in a moment's notice to respond. That's how IFMA will stay relevant in the future.
My vision is that when an FM has an issue or a problem in facility management, the first place they will turn to is IFMA. The form that guidance takes will be determined by what technological changes come along. It might be that we have a body of knowledge in books, courses, Web pages, or perhaps we would have to build that network and put our members in touch with the right people. We in fact already have several virtual communities around what our members are interested in. If a channel or group doesn't exist for something new that comes up, we want our members to feel that they can come to us to provide them the guidance they are seeking.
PK: A lot of other "agile" organizations keep on top of things by having people in Washington, D.C., keeping their ears tuned in where the news is being made. They have a constant presence, with many contacts. Do you see IFMA's expanding its current presence in Washington and perhaps in other strategic parts of the world?
PK: Some of the associations have a true lobbying presence in Washington, D.C. Do you see IFMA going in that direction, so that if there may be some legislation coming down the pike that may negatively impact facilities managers…?
"There are lots of opportunities for business process improvement."
PK: A lot of what you've described so far has been along the lines of strategic goals, rather than a tactical plan. In your mind, please share with us from the perspective of the members how they will see a difference.
PK: Right now, there are a lot of other organizations in the United States that focus on FMs, including those in niche sectors such as health care and retail. Tony, please share with us how you see IFMA working with these organizations.
We have so many opportunities around the world that are not being served, and so many industries, even in this country, that are not being served properly. I believe there is plenty for IFMA to keep busy with. There's an old term called co-opetition, and that's how associations in this marketplace need to relate to one another at this particular time.
"We can't be, 'This is the way we've always done it, so that's what we need to do in the future….' We need to be ready and willing to respond.."
PK: What changes have you already made at IFMA since January 18?
In this area, I also want to start a standards monitoring activity, where we will monitor and interact with various standards-setting bodies both in the U.S. and around the globe. We need to be aware of the standards that impact facility management.
Figure 1 shows the entire plan of staff realignment and indicates it works with our audience (members, customers and corporations). These groups are all dealing with all the issues of FM. An association can transform their knowledge into wisdom to emerging customers, who can input it into their daily lives. First, one needs a way to capture the information, which is what the strategic initiatives group does. The brains will be the conversion aspect; the COO position will oversee all the basic product areas: education, certification, publishing, membership, councils, events / conferences, chapters, and the corporate services group. Then, we'll have the "touch" area, which is where we "reach out to our members and customers," our communications area (public / government affairs, PR, marketing, member customer service center) and corporate connections. The overall skeletal structure includes the executive, HR, finance and IT.
So, to date, I've put the conferences and events areas back together into one area, created an opportunity for our sustainability initiative, and realigned our structure to increase our efficiency—improving our communication flow. At the same time, we've put some teams into place to focus on our internal structure including HR, IT, business processes, and communications. We'll also be establishing our own sustainability team to make sure we walk the talk.
PK: What is the biggest challenge that you see?
PK: The IFMA By-Laws and Constitution were developed a long time ago—do you see that they may need to be modified?
PK: Tony, tell me about your upcoming trips outside of the United States, and their purpose.
In May, I'll be attending FMA Australia's conference, ideaction10, in Perth. My main purpose there will be to continue to build IFMA's relationship with FMA Australia. In June, I'll be at the EuroFM conference in Madrid, Spain; and before the end of the fall, I would like to make a trip to China—since we just approved the establishment of a new Shanghai Chapter. I not only will want to see them, but also visit with our training partners in China and visit with the chapter in Hong Kong. I would like to gain a better understand our presence there, and what it is that IFMA can do to help support that marketplace.
PK: In terms of your own background, besides what is in the résumé, which parts do you see yourself relying on the most over the next year?
PK: What is the biggest surprise you've had since you started on January 18?
There were many items that could have been a surprise for me, such as the condition of the IT structure and where we were with the headquarters business process operations. But during the transition period, these were all identified, so they really weren't surprises.
The one surprise I did have was that I thought we would have more CFMs and FMPs out there. On the one hand, this could be construed as a negative, but on the other hand, this means that there are a lot more people out there who need to become CFMs and FMPs.
PK: If I were working for an outsource provider, as many more FMs are starting to do, do you think that the CFM would be appropriate for me?
PK: To help our readers understand the man behind the leader, I'd like to ask some questions about you, your family, and what you like to do when you're not at IFMA.
Between my wife, Laura and me, we have six children. One of our two oldest daughters is a quality-control, wholesale order processing manager; the other is a fifth grade teacher. Our two oldest sons are close to the same age—one is starting a job at a large banking company as an account executive, and the other is in college studying to be a veterinary technician. Another daughter is in college studying to be an occupational therapist, and the youngest is in high school.
PK: I think you'll be able to take care of the whole world with skill sets from just your family!
PK: What hobbies do you have and what else do you like to do in your spare time?
PK: Is there anything else you'd like to share, Tony?