VIEW POINT / PERSPECTIVES
G O RDO N M ITC HE LL
H A Z EL BEDS ON
LET’S BE HONEST
DDM NOT PPM
GORDON MITCHELL is chair of IWFM’s Technology SIG
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e’ve never had more access to real-time data in FM. Sensors are everywhere – measuring occupancy, air quality, temperature, energy use, and movement. Despite this, many organisations struggle to turn that data into value. Why? Too often, investment in sensors is driven by the promise of technology rather than a clear operational question. I’ve seen cases where sensors are deployed as part of a digital transformation plan or ESG strategy, but the ‘why’ gets lost. What decision is the data meant to inform? Who’s accountable for acting on it? If you can’t answer those questions, you’re already behind. Then there’s the issue of organisational followthrough. Installing sensors is the easy part. Integrating their outputs into operational workflows – that’s where the hard yards begin. Facilities teams are often left with dashboards full of coloured dots, but no time, mandate or context to interpret them. That disconnect between technology procurement and operational delivery is where most value leaks out. There’s also a deeper challenge around digital maturity. Sensor tech promises intelligence,
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HA ZEL BEDSON is director at Service Works Global
but intelligence isn’t just about data – it’s about judgement, clarity, context and consequence. Without governance, data stewardship and engagement across teams and functions, sensors risk becoming silent witnesses to inefficiency rather than tools of change. And yet, I don’t believe sensor investment is flawed; it’s more about doing it at the right point in a bigger transformation strategy, one where you get the sensors when you are ready and able to use them.
That disconnect between technology procurement and operational delivery is where value leaks out Sensors as a vital part of modern FM. But we must understand why these tools aren’t always delivering. It’s not a failure of the sensors or the value they can drive. It might be more based on the broader systems and behaviours we’ve built around them. Mitchell is also co-founder of software and service business Wholus
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he potential for sensors, data capture and automation remains sizeable. Even when assets come equipped with builtin sensors, they are not always fully maximised. Whilst integrations such as BMS and CAFM software are relatively commonplace, in many cases, FMs still lean into PPMs (planned preventative maintenance) rather than DDMs (data-driven, or predictive maintenance). A DDM strategy can drive substantial savings and more reliable building services. Predicting issues and resolving them before deterioration is central to sustainability commitments, which is rocketing up the agenda for FM. But the industry’s ‘wait and see’ period is coming to an end, as case studies are becoming more available, demonstrating the cost and energy savings from sensor use. Maximisation of sensor investment often hinges upon the initial investment
of time, which tends to be more scarce than budget. FMs are less inclined to part with time for sensors when their sites are generally running well. But they are seeing use cases and how their teams can save time in the long run. As a technology vendor, when it comes to pioneers who are investing in standalone sensors, for example, monitoring occupation or environmental conditions, they tend to reap dividends because of the planning that’s gone on before they approached us. A business case has been created to show the end goal, what the expected benefit is, and what data they need to achieve it. We’ll work with them to expand the project – we recommend starting small, reviewing results and adding more sensors or functionality in stages until the objective has been achieved. This phased approach is less daunting than tackling a building full of assets all in one go – and we have seen proven successes in very different sectors.
FMs are less inclined to part with time for sensors when their sites are generally running well
FAC I L I TAT E S EP T EM B ER- O C TO B ER 2025
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