Throughout this decade, global challenges have shined a spotlight on the facility management (FM) industry and its professionals like never before. From pandemics to climate events and geopolitical instability, these challenges have tested organizations in unprecedented ways. While many debated the meaning of terms like “the new normal,” facility managers demonstrated competence, strategic planning and decisive leadership to keep their organizations and people moving forward. From the C-suite to workers and visitors, organizations have become acutely aware of FM’s influence as critical enablers to ensure organizational, environmental and personal health.
The COVID-19 pandemic brought many previously overlooked issues to the forefront, such as building health, employee welfare and business resilience. Facility professionals became frontline, essential workers almost overnight. It jumpstarted the next phase of the profession’s evolution, as FMs quickly shifted from managing routine technical tasks to leading optimization strategies for their organizations.
Since then, C-suite executives have increasingly recognized that resilience must be intentional and treated as a core asset class rather than an inconvenient disruption of productivity, profit and process. When resilience and its planning, vision and execution are seen as a survival kit rather than a budget line item, they are ensuring their organization and stakeholders can recover faster.
Other global challenges such as natural disasters and geopolitical conflicts have stressed the need for sourcing as a critical part of both risk management and resilience, not just procurement.
Facility managers appreciate the need for redundancy to be localized, especially when managing a global portfolio. For example, sourcing materials from pre-qualified regional vendors and using components from decommissioned assets can serve as a viable low risk and sustainable solution.
Resilience by design can also help organizations reduce the risk of some supply chain issues by allowing flexibility to incorporate locally sourced alternatives in building infrastructure from day one.
When organizations develop a crisis-and-continuity plan that includes facility management’s insights and expertise, their portfolios, assets and people are better equipped to withstand today’s global challenges.
That is not to say it will be perfect. With fluctuations in the global economy, labor market and geopolitical situations, there will be gaps. Unfortunately, most building continuity plans are set to meet audits rather than crisis. Even if they are tested, they do not always reflect realistic scenarios because facing the potential aftermath of “what-if” realities is often uncomfortable.
The bottom line is that a majority of organizations do not want to disrupt business operations unless forced to do so. However, this is where facility management shines.
Most facility managers know that when drills are performed, there are always gaps and assets that are earmarked as “ready” on paper, but are usually found lacking. Resilience is not paperwork; it is muscle memory. Incorporating ISO 22301 (BC) into the ISO 41001 (FM) management systems is one way to reduce these gaps and ensure critical service planning is performed in a more integrated approach.
Resilience also extends beyond physical assets to people. The global workforce is undergoing profound change, shaped by hybrid work models, demographic shifts and evolving expectations. Employees now seek workplaces that support flexibility, purpose and wellbeing. At the same time, organizations are navigating skills shortages and the need to attract new talent into the sector.
In this sense, facility managers play a pivotal role and can balance both human and organizational needs to create workplaces that are not only functional, but compelling.
As younger workers enter the labor market, facility managers must demonstrate that the industry is rife with opportunities, many of which fulfill today’s workers’ wants and needs.
Facility management and operations have long been at the forefront of robotics, AI and smart building automation. As this generation is digitally native, facility management is a natural bridge to not only use existing technologies, but to grow with evolving innovations and processes.
With so many fluctuations and disruptions in the global marketplace, facility management provides an essential, recession-proof career path. So long as there are places to go, facility management will have work to do.
Employee expectations are not limited to workplace experiences. Organizations must realize that employees are also consumers and choose to share their talent with companies that are purpose-driven in line with their generational values.
When an organization demonstrates to its workforce that its environmental, society and governance strategies are real, intentional and inclusive, that workforce feels heard and valued. Organizations that choose to ignore those ESG initiatives risk losing talent, growing leaders and diminishing reputation.
Conversely, a happy, comfortable workforce is a productive one. Productive workforces position companies to be profitable. A healthier planet is better for everyone.
Facility management carries those responsibilities. These teams help ensure people are comfortable, supported and prepared when they are on site. Organizations rely on them to implement and track environmentally friendly initiatives that meet rising mandates and consumer expectations. The C-suite depends on facility managers to connect these priorities across the organization and help deliver results that satisfy shareholders and investors.
The world is in a critical state; however, facility management actively drives global solutions to keep organizations operational, efficient and productive by positively influencing its places and people. By leading organizations through these critical changes, the facility management industry is charting resiliency that benefits stakeholders today and tomorrow.
Christa Dodoo, CFM, FMP, CIWFM, CMQ/OE, is the 2025-26 Chair of IFMA’s Global Board of Directors. She is a facility management professional with more than 22 years of experience in facility and real estate management, project management, vendor contract management, process improvement and performance management. She is a certified ISO 22301 Business Continuity Lead Implementer and a Certified Manager of Quality and Organizational Excellence. Christa has diverse experience in managing facilities across various sectors in Ghana, the United States, Austria and Italy. With degrees in both real estate and facility management, she is an intentional facility manager with a passion for mentoring young facilities professionals and helping organizations improve their long-term FM policies while implementing efficient workplace practices.
July 27, 2026
Resilience: the expanding global mandate for facility management
by Christa Dodoo • Comment, Facilities management
The COVID-19 pandemic brought many previously overlooked issues to the forefront, such as building health, employee welfare and business resilience. Facility professionals became frontline, essential workers almost overnight. It jumpstarted the next phase of the profession’s evolution, as FMs quickly shifted from managing routine technical tasks to leading optimization strategies for their organizations.
Since then, C-suite executives have increasingly recognized that resilience must be intentional and treated as a core asset class rather than an inconvenient disruption of productivity, profit and process. When resilience and its planning, vision and execution are seen as a survival kit rather than a budget line item, they are ensuring their organization and stakeholders can recover faster.
Other global challenges such as natural disasters and geopolitical conflicts have stressed the need for sourcing as a critical part of both risk management and resilience, not just procurement.
Facility managers appreciate the need for redundancy to be localized, especially when managing a global portfolio. For example, sourcing materials from pre-qualified regional vendors and using components from decommissioned assets can serve as a viable low risk and sustainable solution.
Resilience by design can also help organizations reduce the risk of some supply chain issues by allowing flexibility to incorporate locally sourced alternatives in building infrastructure from day one.
When organizations develop a crisis-and-continuity plan that includes facility management’s insights and expertise, their portfolios, assets and people are better equipped to withstand today’s global challenges.
That is not to say it will be perfect. With fluctuations in the global economy, labor market and geopolitical situations, there will be gaps. Unfortunately, most building continuity plans are set to meet audits rather than crisis. Even if they are tested, they do not always reflect realistic scenarios because facing the potential aftermath of “what-if” realities is often uncomfortable.
The bottom line is that a majority of organizations do not want to disrupt business operations unless forced to do so. However, this is where facility management shines.
Most facility managers know that when drills are performed, there are always gaps and assets that are earmarked as “ready” on paper, but are usually found lacking. Resilience is not paperwork; it is muscle memory. Incorporating ISO 22301 (BC) into the ISO 41001 (FM) management systems is one way to reduce these gaps and ensure critical service planning is performed in a more integrated approach.
Resilience also extends beyond physical assets to people. The global workforce is undergoing profound change, shaped by hybrid work models, demographic shifts and evolving expectations. Employees now seek workplaces that support flexibility, purpose and wellbeing. At the same time, organizations are navigating skills shortages and the need to attract new talent into the sector.
In this sense, facility managers play a pivotal role and can balance both human and organizational needs to create workplaces that are not only functional, but compelling.
As younger workers enter the labor market, facility managers must demonstrate that the industry is rife with opportunities, many of which fulfill today’s workers’ wants and needs.
Facility management and operations have long been at the forefront of robotics, AI and smart building automation. As this generation is digitally native, facility management is a natural bridge to not only use existing technologies, but to grow with evolving innovations and processes.
With so many fluctuations and disruptions in the global marketplace, facility management provides an essential, recession-proof career path. So long as there are places to go, facility management will have work to do.
Employee expectations are not limited to workplace experiences. Organizations must realize that employees are also consumers and choose to share their talent with companies that are purpose-driven in line with their generational values.
When an organization demonstrates to its workforce that its environmental, society and governance strategies are real, intentional and inclusive, that workforce feels heard and valued. Organizations that choose to ignore those ESG initiatives risk losing talent, growing leaders and diminishing reputation.
Conversely, a happy, comfortable workforce is a productive one. Productive workforces position companies to be profitable. A healthier planet is better for everyone.
Facility management carries those responsibilities. These teams help ensure people are comfortable, supported and prepared when they are on site. Organizations rely on them to implement and track environmentally friendly initiatives that meet rising mandates and consumer expectations. The C-suite depends on facility managers to connect these priorities across the organization and help deliver results that satisfy shareholders and investors.
The world is in a critical state; however, facility management actively drives global solutions to keep organizations operational, efficient and productive by positively influencing its places and people. By leading organizations through these critical changes, the facility management industry is charting resiliency that benefits stakeholders today and tomorrow.
Christa Dodoo, CFM, FMP, CIWFM, CMQ/OE, is the 2025-26 Chair of IFMA’s Global Board of Directors. She is a facility management professional with more than 22 years of experience in facility and real estate management, project management, vendor contract management, process improvement and performance management. She is a certified ISO 22301 Business Continuity Lead Implementer and a Certified Manager of Quality and Organizational Excellence. Christa has diverse experience in managing facilities across various sectors in Ghana, the United States, Austria and Italy. With degrees in both real estate and facility management, she is an intentional facility manager with a passion for mentoring young facilities professionals and helping organizations improve their long-term FM policies while implementing efficient workplace practices.