ISO/CD 41015
(Main)Facility management — Influencing organizational behaviours for improved facility outcomes
Facility management — Influencing organizational behaviours for improved facility outcomes
Facility management — Influencer les comportements organisationnels pour obtenir de meilleurs résultats en matière d’installations
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© ISO 2022 – All rights reserved
ISO/FDIS 41015:2022(E)
Date: 2022-1112-23
ISO/TC 267/WG 5
Secretariat: BSI
Facility management — Influencing organizational behaviours for
improved facility outcomes
FDIS stage
---------------------- Page: 1 ----------------------
ISO/FDIS 41015:2022(E)
© ISO 2022
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of
this publication may be reproduced or utilized otherwise in any form or by any means, electronic or
mechanical, including photocopying, or posting on the internet or an intranet, without prior written
permission. Permission can be requested from either ISO at the address below or ISO’s member body in the
country of the requester.ISO Copyright Office
CP 401 • CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland.
ii © ISO 2022 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/FDIS 41015:2022(E)
Contents
Foreword .......................................................................................................................................................................... v
Introduction.................................................................................................................................................................... vi
1 Scope .................................................................................................................................................................... 1
2 Normative references .................................................................................................................................... 1
3 Terms and definitions .................................................................................................................................... 1
4 Context of the organization ......................................................................................................................... 2
4.1 General ................................................................................................................................................................ 2
4.2 Understanding the organization ................................................................................................................ 2
4.3 Identifying organizational strategic goals and objectives ................................................................ 4
4.3.1 General ................................................................................................................................................................ 4
4.3.2 Aligning with organizational goals ........................................................................................................... 4
4.4 Demonstrating and communicating value ............................................................................................. 4
5 Influencing behaviour ................................................................................................................................... 4
5.1 General ................................................................................................................................................................ 4
5.2 Ability to influence .......................................................................................................................................... 5
5.3 Developing key relationships ..................................................................................................................... 5
5.4 Behavioural change ........................................................................................................................................ 6
5.5 Value drivers ..................................................................................................................................................... 6
5.5.1 General ................................................................................................................................................................ 6
5.5.2 Working with value drivers ......................................................................................................................... 8
5.6 Opportunities to influence ........................................................................................................................... 8
6 Planning for change ........................................................................................................................................ 9
6.1 General ................................................................................................................................................................ 9
6.2 Change process ................................................................................................................................................. 9
6.3 Risks and opportunities encountered during changes ...................................................................... 9
6.4 Framework to support behavioural change .......................................................................................... 9
7 Aligning FM actions to strategic outcomes .......................................................................................... 10
7.1 General ............................................................................................................................................................. 10
7.2 Outputs and outcomes ................................................................................................................................ 10
7.3 Applying value drivers ............................................................................................................................... 10
7.4 Target outputs ............................................................................................................................................... 11
8 Performance evaluation ............................................................................................................................ 11
8.1 General ............................................................................................................................................................. 11
8.2 Outcome evaluation ..................................................................................................................................... 12
8.3 Performance indicators ............................................................................................................................. 12
8.3.1 General ............................................................................................................................................................. 12
8.3.2 Focus ................................................................................................................................................................. 12
8.3.3 Attributes ........................................................................................................................................................ 12
8.4 Evaluation ....................................................................................................................................................... 13
8.4.1 General ............................................................................................................................................................. 13
8.4.2 Evaluation attributes .................................................................................................................................. 13
8.4.3 Indicators of success ................................................................................................................................... 13
8.4.4 Evaluation methodologies ......................................................................................................................... 13
9 Improvement ................................................................................................................................................. 14
9.1 General ............................................................................................................................................................. 14
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ISO/FDIS 41015:2022(E)
9.2 Continual improvement ............................................................................................................................. 14
9.3 Demonstrating improvement .................................................................................................................. 14
Annex A (informative) Guidance .......................................................................................................................... 15
Bibliography ................................................................................................................................................................. 26
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ISO/FDIS 41015:2022(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any
patent rights identified during the development of the document will be in the Introduction and/or on
the ISO list of patent declarations received (see www.iso.org/patents).Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to the World
Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.This document was prepared by Technical Committee ISO/TC 267, Facility management, in collaboration
with the European Committee for Standardization (CEN) Technical Committee CEN/TC 348, Facility
Management, in accordance with the Agreement on technical cooperation between ISO and CEN (Vienna
Agreement).Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.© ISO 2022 – All rights reserved v
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ISO/FDIS 41015:2022(E)
Introduction
This document is intended for owners, operators and service providers (internal and/or external) at a
facility. It identifies the different ways in which facility improvements can positively influence behaviours
which can increase the contribution of the facility to the demand organization. While behaviours are
subjective, guidance on how these can be clearly specified and measured will enable a collective,
collaborative and common objective to be reached by all parties. Influencing behaviour should be seen in
the context of the ways in which individuals act or conduct themselves.Efficient and effective facility management (FM) will ultimately fulfil the demand organization’s
requirement for optimal performance and allow for a more agile organizational approach. The
organization should be able to determine the potential impact that its approaches have on meeting the
demand organization’s mission so that the organization can align and deliver its services accordingly.
This document provides guidance on the appropriate operation of the facility so that its contribution to
meeting the demand organization’s mission and goals can be clearly specified and measured.
The standard includes an informative Annex A withprovides examples and more guidance related to the
specific clauses.vi © ISO 2022 – All rights reserved
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FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 41015:2022(E)
Facility management — Influencing organizational behaviours
for improved facility outcomes
1 Scope
This document gives guidance on the ways in which a facility management (FM) organization can
influence organizational behaviours to achieve improved facility outcomes, including how it can :
— engage, empower and influence users, service providers and other interested parties with one
another for improved outcomes and user experience while interfacing with the built environment.
Consequently, and simultaneously, these behaviours can be harnessed to contribute to the achievement
of the demand organisationsorganization’s objectives and goals in an organisationalorganizational sense,
regardless of the type of organisationorganization or built environment involved. This is the fundamental
link to the role of FM as defined in ISO 41001.This document is intended to build upon the requirements in ISO 41001, which adheres to the plan-do-
check-actPlan-Do-Check-Act methodology.This document appliesis applicable to organizations both large and small.
NOTE For the purposes of this document, the term “organization” refers to the FM organization unless otherwise
stated.NOTE The terms “facility management” and “facilities management” can be used interchangeably.
2 Normative referencesThe following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 41011, Facility management — Vocabulary3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp— IEC Electropedia: available at https://www.electropedia.org/
3.1
organizational behaviour
The result of how interested parties interact with one another and the built environment within a demand
organization.© ISO 2022 – All rights reserved 1
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ISO/FDIS 41015:2022(E)
Note 1 to entry: These interactions subsequently influence how the demand organization itself behaves and how
well it performs.3.2
outcome
final result or consequence of an output (3.3)
Note 1 to entry: Outcomes and outputs may affect each other through a circular process.
3.3output
end product or service of a process
Note 1 to entry: Outputs and outcomes (3.2) may affect each other through a circular process.
3.4value driversdriver
Factorsfactor that havehas perceived worth to the demand organization or interested party.
4 Context of the organization4.1 General
The organization supports the demand organization in circumstances determined substantially by
behaviours in the demand organization. To deliver value to the demand organization, the organization
should identify, align with and give prompt priority to demand organization needs and initiatives. These
may arise from external or internal issues.4.2 Understanding the organization
The organization has a direct role in the delivery of outputs supporting the core business of the demand
organization. It also contributes to the outcomes and competitive advantage of the demand organization.
The organization is situated to influence demand organization behaviours, actions and decisions that can
affect the achievement of demand organization goals in areas such as economy, productivity, resilience
and reputation.The organization should determine the potential impact that FM processes and activities have in carrying
out the mission of the demand organization. It should recommend policies and processes that have
potential for successful performance within the constraints of the demand organization context, and
consistent with demand organization culture.The organization should communicate to the demand organization the context in which it operates and
its FM strategy, and the FM impact on elements such as:— mission;
— vision;
— values;
— infrastructure;
— workspace;
2 © ISO 2022 – All rights reserved
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ISO/FDIS 41015:2022(E)
— processes;
— marketing relationship;
— attracting and retaining talent;
— people development;
— communication;
— sustainability;
— health and safety;
— finance;
— risks and opportunities;
— compliance;
— performance;
— executive team;
— productivity;
— culture;
— technology;
— quality;
— geopoliticalgeopolitics;
— innovation.
In addition, the organization should map the external and internal issues that can impact or influence the
demand organization. These factors can include the following:— External context: economic, social, spatial and environmental issues, as experienced by end users at
present and in the foreseeable future.— Internal context: people (user experience, organizational culture), place (image, collaboration,
flexibility, cost) and process (productivity, reliability, innovation) issues.To map the external and internal issues that apply to FM and the impact outcomes sought by the demand
organization, the organization should remain aware of current demand organization principles, policies,
strategies and initiativesThe organization should periodically identify how external and internal issues impact and influence
demand organization behaviours and actions, and facility user experiences and outcomes, throughout the
facility life cycle and across strategic and tactical levels of operation.© ISO 2022 – All rights reserved 3
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ISO/FDIS 41015:2022(E)
4.3 Identifying organizational strategic goals and objectives
4.3.1 General
The organization should identify the demand organization goals and objectives that can be influenced to
achieve positive outcomes and user experiences. The organization should determine goals, objectives and
targets, including factors critical to success, their measurement and the environment for achieving them.
To do so, the organization should remain familiar with and align with demand organization goals and
objectives, and the interested parties affected. The demand organization should support the organization
with information pertaining to its goals and objectives.4.3.2 Aligning with organizational goals
In preparation for influencing behaviour, the organization should map how its business approaches,
activities and practices can affect the achievement of demand organization goals and objectives. It should
then recommend changes, as necessary, to ensure that FM can provide effective support.
Changes to organizational policies, processes or procedures should be considered whenever a
misalignment between goals and anticipated results becomes evident. The organization should also
consider incidental impacts on existing outputs when proposing a change. The effectiveness of this
provision can be enhanced by the use of scheduled reviews.When working with goals, objectives, operating principles and approaches, the organization should adopt
the same business terminology as used by the demand organization. This also applies to subsequent
control, planning and monitoring activities.4.4 Demonstrating and communicating value
Before the organization can influence organizational behaviour, it should demonstrate its value as a key
interested party to the demand organization.The organization may demonstrate value as a key interested party by:
— aligning outputs and outcomes achieved with organizational goals, targets and objectives;
— negating, mitigating or transferring organizational risk;— reducing direct costs;
— improving efficiency and productivity;
— delivering intangible or indirect value by enhancing reputation through facility appearance, business
conduct, and interactions with the community.5 Influencing behaviour
5.1 General
The organization should align itself with the demand organization’s goals.
The organization should acquire and maintain a clear and thorough understanding of demand
organization needs and expectations. Then, it can identify how to influence behaviour to meet them.
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ISO/FDIS 41015:2022(E)
5.2 Ability to influence
Changes in conditions, processes, provisions, policies and attendant behaviours are often involved in
reaching objectives at all levels. When a need for change is identified, the organization should carefully
consider how to approach implementation. Methodologies should be appropriate in scale to the desired
change and should facilitate the ability to adopt the desired behaviour. Clause 6 discusses planning for
change in more detail.The organization should recognize that influence is founded upon:
— how the organizational culture shapes decision-making and behaviour;
— professional attitudes, motivations and skills;
— the level of maturity of the organization;
— the relationship of the FM staff with facility users and others with a stake in facility operation.
The organization should self-assess to identify its level of maturity and competence to influence
interested parties. Principal areas to develop are key relationships (see 5.3), principles of behavioural
change (see 5.4), perception of value (see 5.5) and identifying opportunities to influence (see 5.6).
5.3 Developing key relationshipsOften, the ability to influence behaviour is dependent on the relationship between the influencer and the
interested party. This relationship determines the degree to which interested parties can be influenced
and the extent to which the behavioural change can be achieved.The influencer (i.e. the organization) should be perceived as authentic, trustworthy, reliable, responsive,
relatable and knowledgeable.Information and communication are key to developing relationships of influence. The information should
communicate the purpose, desired outcomes and benefits, as applicable to the demand organization and
relevant interested parties.The organization should identify and map relevant interested parties and other requirements that can
impact the demand organization’s ability to achieve its strategic goals. These can include, but are not
limited to:— functional areas within the demand organization, including:
— leadership;
— finance;
— procurement;
— human resources;
— information technology (IT);
— risk management;
— environment and sustainability;
— public relations;
© ISO 2022 – All rights reserved 5
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ISO/FDIS 41015:2022(E)
— legal and regulatory requirements;
— government and community officials;
— service providers;
— customers and clients.
The organization should focus on developing relationships with key interested parties to ensure that:
a) it understands the motivations and drivers of each interested party;b) interested parties understand how the organization can support the achievement of shared goals.
These interested party relationships are key to achieving behavioural change when a higher level of
engagement is necessary to achieve the desired outcome.5.4 Behavioural change
Behavioural change occurs when an interested party demonstrates a change in thinking and approach to
a situation to achieve a different outcome.The organization should consider how its own business approaches and practices can facilitate the
adoption of desired behaviours. By doing so, the organization can ensure that it is not placing undue
burden for change on the interested party.The organization should consider, for example, the following:
— Can the desired outcome be achieved through automation? If so, this does not require action on the
part of the interested party. However, the organization should communicate the value to the demand
organization as a result of the processes.— Can the desired outcome be achieved by changes to the physical environment? Even subtle changes
can influence individuals to act in a desired manner. Environments free of debris and signs of
deterioration prompt individuals to maintain the desired state. Appropriate signage supports
wayfinding. Again, communicating the value of these initiatives increases the understanding of the
FM value among interested parties and, as a result, expands its ability to influence future change
efforts.— Does achieving the desired outcome require a high level of engagement from the interested
party(ies)? In this case, a change management process can be necessary. The organization should
assess its competency in this area.The change management process should consider what motivates the behaviour of end users and other
interested parties. When the motivating factors are understood, the ability to alter the current situation
as part of a change management process is simplified.Whether the change sought will be mandatory or optional can affect the form, timing and level of
engagement when planning and implementing a change.5.5 Value drivers
5.5.1 General
Value drivers can be considered as factors that motivate or influence the demand organization and
associated interested party behaviour.6 © ISO 2022 – All rights reserved
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ISO/FDIS 41015:2022(E)
By aligning processes and practices with value drivers, the organization can increase its ability to
influence behaviour to achieve valuable objectives and desired outcomes. Being clear about value drivers
enables behavioural change to be focused on results, leading to the outcomes envisaged by the demand
organization.This document suggests 15 value drivers for use by the organization to influence the demand
organization or interested parties, see Table 1. The value drivers in Table 1 are adapted from the
pioneering research on added value by Jensen and Voordt (2017).Table 1 — Value drivers for organizational influence
Category Value driver Realization examples
1. Satisfaction Establishing and maintaining reliable, accessible, even-handed,
consistently applied, smoothly integrated, progressive, and objective
policies and processes.
2. Image Advancing positive perceptions, internal and external, among
interested parties, the public, the media and other organizations
including competitors and government.
3. Culture Demonstrating human-centred culture by encouraging knowledge,
proficiency, communication, collaboration, resilience, inclusion and
People
diversity. Preferring process analysis and improvement over politics of
blame. In interactions, communications, and policies,
emphasizeemphasizing knowledge, proficiency, collaboration,
resilience, inclusion, and diversity. UtilizeUtilizing analysis and process
improvement to affect how people experience the facility.
4. Wellness and safety in Establishing and maintaining active health and safety policies and
the workplace programmes responsive to staff, customers and contractors/suppliers,
and anchored in mission.5. Risk and compliance Recognizing, profiling and managing hazards as risks, prioritizing as to
likelihood and severity.6. Productivity Establishing and maintaining smoothly integrated systems and
processes. Shepherding staff in the use of time and energy. Encouraging
collaboration.
7. Performance Substantially involving staff in process design and implementation,
especially leading indicators and due responses.Process
8. Governance Establishing and maintaining practical, steady, fair, open and
and
transparent governance, conveniently engaged.
product
9. Quality Building a culture and capabilities of quality and reliability. Adopting
technical provisions and engaging staff across disciplines.10. Agility/adaptability Maintaining active awareness of changing demands, circumstances,
priorities, opportunities, problems and challenges, within and outsideof FM and demand organizations.
11. Innovation and Encouraging individuals and collaborations that bring forward
creativity innovations and ideas. Tracking those implemented and the results.
12. Financial matters Managing all costs attentively, adjusting spending, evaluating present
options and informing budgeting.Economy
13. Value of assets Calibrating all aspects of asset operations and maintenance (O&M)
against market values, depreciation, whether critical for business,replacement cost and availability, and found reliability
...
FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 41015
ISO/TC 267
Facility management — Influencing
Secretariat: BSI
organizational behaviours for
Voting begins on:
2023-01-06 improved facility outcomes
Voting terminates on:
Facility management — Influencer les comportements
2023-03-03
organisationnels pour obtenir de meilleurs résultats en matière
d’installations
ISO/CEN PARALLEL PROCESSING
RECIPIENTS OF THIS DRAFT ARE INVITED TO
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
ISO/FDIS 41015:2023(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN-
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. © ISO 2023
---------------------- Page: 1 ----------------------
ISO/FDIS 41015:2023(E)
FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 41015
ISO/TC 267
Facility management — Influencing
Secretariat: BSI
organizational behaviours for
Voting begins on:
improved facility outcomes
Voting terminates on:
Facility management — Influencer les comportements
organisationnels pour obtenir de meilleurs résultats en matière
d’installations
COPYRIGHT PROTECTED DOCUMENT
© ISO 2023
ISO/CEN PARALLEL PROCESSING
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.RECIPIENTS OF THIS DRAFT ARE INVITED TO
ISO copyright office
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OF ANY RELEVANT PATENT RIGHTS OF WHICH
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Reference number
Email: copyright@iso.org
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
ISO/FDIS 41015:2022(E)
Website: www.iso.org
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
Published in Switzerland
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN
DARDS TO WHICH REFERENCE MAY BE MADE IN
© ISO 2023 – All rights reserved
NATIONAL REGULATIONS. © ISO 2022
---------------------- Page: 2 ----------------------
ISO/FDIS 41015:2022(E)
Contents Page
Foreword ........................................................................................................................................................................................................................................iv
Introduction .................................................................................................................................................................................................................................v
1 Scope ................................................................................................................................................................................................................................. 1
2 Normative references ..................................................................................................................................................................................... 1
3 Terms and definitions .................................................................................................................................................................................... 1
4 Context of the organization ......................................................................................................................................................................2
4.1 General ........................................................................................................................................................................................................... 2
4.2 Understanding the organization ............................................................................................................................................ 2
4.3 Identifying organizational strategic goals and objectives .............................................................................. 3
4.3.1 General ........................................................................................................................................................................................ 3
4.3.2 Aligning with organizational goals ................................................................................................................... 3
4.4 Demonstrating and communicating value .................................................................................................................... 4
5 Influencing behaviour ....................................................................................................................................................................................4
5.1 General ........................................................................................................................................................................................................... 4
5.2 Ability to influence.............................................................................................................................................................................. 4
5.3 Developing key relationships ..................................................................................................................................................... 4
5.4 Behavioural change ............................................................................................................................................................................ 5
5.5 Value drivers ............................................................................................................................................................................................. 6
5.5.1 General ........................................................................................................................................................................................ 6
5.5.2 Working with value drivers ...................................................................................................................................... 7
5.6 Opportunities to influence ........................................................................................................................................................... 7
6 Planning for change ..........................................................................................................................................................................................8
6.1 General ........................................................................................................................................................................................................... 8
6.2 Change process ........................................................................................................................................... ............................................ 8
6.3 Risks and opportunities encountered during changes ...................................................................................... 8
6.4 Framework to support behavioural change ................................................................................................................. 9
7 Aligning FM actions to strategic outcomes .............................................................................................................................. 9
7.1 General ........................................................................................................................................................................................................... 9
7.2 Outputs and outcomes ..................................................................................................................................................................... 9
7.3 Applying value drivers .................................................................................................................................................................... 9
7.4 Target outputs ...................................................................................................................................................................................... 10
8 Performance evaluation ...........................................................................................................................................................................11
8.1 General ........................................................................................................................................................................................................ 11
8.2 Outcome evaluation ........................................................................................................................................................................ 11
8.3 Performance indicators ............................................................................................................................................................... 11
8.3.1 General ..................................................................................................................................................................................... 11
8.3.2 Focus .......................................................................................................................................................................................... 11
8.3.3 Attributes ............................................................................................................................................................................... 12
8.4 Evaluation ................................................................................................................................................................................................12
8.4.1 General .....................................................................................................................................................................................12
8.4.2 Evaluation attributes ................................... ........................................................................................................ ........12
8.4.3 Indicators of success ....................................................................................................................................................12
8.4.4 Evaluation methodologies ......................................................................................................................................12
9 Improvement .........................................................................................................................................................................................................13
9.1 General ........................................................................................................................................................................................................13
9.2 Continual improvement ...............................................................................................................................................................13
9.3 Demonstrating improvement .................................................................................................................................................13
Annex A (informative) Guidance ...........................................................................................................................................................................14
Bibliography .............................................................................................................................................................................................................................24
iii© ISO 2022 – All rights reserved
---------------------- Page: 3 ----------------------
ISO/FDIS 41015:2022(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and nongovernmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.This document was prepared by Technical Committee ISO/TC 267, Facility management, in collaboration
with the European Committee for Standardization (CEN) Technical Committee CEN/TC 348, Facility
Management, in accordance with the Agreement on technical cooperation between ISO and CEN (Vienna
Agreement).Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.© ISO 2022 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/FDIS 41015:2022(E)
Introduction
This document is intended for owners, operators and service providers (internal and/or external)
at a facility. It identifies the different ways in which facility improvements can positively influence
behaviours which can increase the contribution of the facility to the demand organization. While
behaviours are subjective, guidance on how these can be clearly specified and measured will enable
a collective, collaborative and common objective to be reached by all parties. Influencing behaviour
should be seen in the context of the ways in which individuals act or conduct themselves.
Efficient and effective facility management (FM) will ultimately fulfil the demand organization’s
requirement for optimal performance and allow for a more agile organizational approach. The
organization should be able to determine the potential impact that its approaches have on meeting the
demand organization’s mission so that the organization can align and deliver its services accordingly.
This document provides guidance on the appropriate operation of the facility so that its contribution to
meeting the demand organization’s mission and goals can be clearly specified and measured.
Annex A provides examples and more guidance related to the specific clauses.© ISO 2022 – All rights reserved
---------------------- Page: 5 ----------------------
FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 41015:2022(E)
Facility management — Influencing organizational
behaviours for improved facility outcomes
1 Scope
This document gives guidance on the ways in which a facility management (FM) organization can
influence organizational behaviours to achieve improved facility outcomes, including how it can
engage, empower and influence users, service providers and other interested parties with one another
for improved outcomes and user experience while interfacing with the built environment.
Consequently, and simultaneously, these behaviours can be harnessed to contribute to the achievement
of the demand organization’s objectives and goals in an organizational sense, regardless of the type of
organization or built environment involved. This is the fundamental link to the role of FM as defined in
ISO 41001.This document is intended to build upon the requirements in ISO 41001, which adheres to the Plan-Do-
Check-Act methodology.This document is applicable to organizations both large and small.
NOTE For the purposes of this document, the term “organization” refers to the FM organization unless
otherwise stated.NOTE The terms “facility management” and “facilities management” can be used interchangeably.
2 Normative referencesThe following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 41011, Facility management — Vocabulary3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp— IEC Electropedia: available at https:// www .electropedia .org/
3.1
organizational behaviour
result of how interested parties interact with one another and the built environment within a demand
organizationNote 1 to entry: These interactions subsequently influence how the demand organization itself behaves and how
well it performs.3.2
outcome
final result or consequence of an output (3.3)
Note 1 to entry: Outcomes and outputs may affect each other through a circular process.
© ISO 2022 – All rights reserved---------------------- Page: 6 ----------------------
ISO/FDIS 41015:2022(E)
3.3
output
end product or service of a process
Note 1 to entry: Outputs and outcomes (3.2) may affect each other through a circular process.
3.4value driver
factor that has perceived worth to the demand organization or interested party
4 Context of the organization
4.1 General
The organization supports the demand organization in circumstances determined substantially by
behaviours in the demand organization. To deliver value to the demand organization, the organization
should identify, align with and give prompt priority to demand organization needs and initiatives.
These may arise from external or internal issues.4.2 Understanding the organization
The organization has a direct role in the delivery of outputs supporting the core business of the
demand organization. It also contributes to the outcomes and competitive advantage of the demand
organization. The organization is situated to influence demand organization behaviours, actions and
decisions that can affect the achievement of demand organization goals in areas such as economy,
productivity, resilience and reputation.The organization should determine the potential impact that FM processes and activities have in
carrying out the mission of the demand organization. It should recommend policies and processes that
have potential for successful performance within the constraints of the demand organization context,
and consistent with demand organization culture.The organization should communicate to the demand organization the context in which it operates and
its FM strategy, and the FM impact on elements such as:— mission;
— vision;
— values;
— infrastructure;
— workspace;
— processes;
— marketing relationship;
— attracting and retaining talent;
— people development;
— communication;
— sustainability;
— health and safety;
— finance;
© ISO 2022 – All rights reserved
---------------------- Page: 7 ----------------------
ISO/FDIS 41015:2022(E)
— risks and opportunities;
— compliance;
— performance;
— executive team;
— productivity;
— culture;
— technology;
— quality;
— geopolitics;
— innovation.
In addition, the organization should map the external and internal issues that can impact or influence
the demand organization. These factors can include the following:— External context: economic, social, spatial and environmental issues, as experienced by end users at
present and in the foreseeable future.— Internal context: people (user experience, organizational culture), place (image, collaboration,
flexibility, cost) and process (productivity, reliability, innovation) issues.To map the external and internal issues that apply to FM and the impact outcomes sought by the demand
organization, the organization should remain aware of current demand organization principles,
policies, strategies and initiativesThe organization should periodically identify how external and internal issues impact and influence
demand organization behaviours and actions, and facility user experiences and outcomes, throughout
the facility life cycle and across strategic and tactical levels of operation.4.3 Identifying organizational strategic goals and objectives
4.3.1 General
The organization should identify the demand organization goals and objectives that can be influenced
to achieve positive outcomes and user experiences. The organization should determine goals, objectives
and targets, including factors critical to success, their measurement and the environment for achieving
them. To do so, the organization should remain familiar with and align with demand organization
goals and objectives, and the interested parties affected. The demand organization should support the
organization with information pertaining to its goals and objectives.4.3.2 Aligning with organizational goals
In preparation for influencing behaviour, the organization should map how its business approaches,
activities and practices can affect the achievement of demand organization goals and objectives. It
should then recommend changes, as necessary, to ensure that FM can provide effective support.
Changes to organizational policies, processes or procedures should be considered whenever a
misalignment between goals and anticipated results becomes evident. The organization should also
consider incidental impacts on existing outputs when proposing a change. The effectiveness of this
provision can be enhanced by the use of scheduled reviews.© ISO 2022 – All rights reserved
---------------------- Page: 8 ----------------------
ISO/FDIS 41015:2022(E)
When working with goals, objectives, operating principles and approaches, the organization should
adopt the same business terminology as used by the demand organization. This also applies to
subsequent control, planning and monitoring activities.4.4 Demonstrating and communicating value
Before the organization can influence organizational behaviour, it should demonstrate its value as a key
interested party to the demand organization.The organization may demonstrate value as a key interested party by:
— aligning outputs and outcomes achieved with organizational goals, targets and objectives;
— negating, mitigating or transferring organizational risk;— reducing direct costs;
— improving efficiency and productivity;
— delivering intangible or indirect value by enhancing reputation through facility appearance,
business conduct and interactions with the community.5 Influencing behaviour
5.1 General
The organization should align itself with the demand organization’s goals.
The organization should acquire and maintain a clear and thorough understanding of demand
organization needs and expectations. Then, it can identify how to influence behaviour to meet them.
5.2 Ability to influenceChanges in conditions, processes, provisions, policies and attendant behaviours are often involved in
reaching objectives at all levels. When a need for change is identified, the organization should carefully
consider how to approach implementation. Methodologies should be appropriate in scale to the desired
change and should facilitate the ability to adopt the desired behaviour. Clause 6 discusses planning for
change in more detail.The organization should recognize that influence is founded upon:
— how the organizational culture shapes decisionmaking and behaviour;
— professional attitudes, motivations and skills;
— the level of maturity of the organization;
— the relationship of the FM staff with facility users and others with a stake in facility operation.
The organization should self-assess to identify its level of maturity and competence to influence
interested parties. Principal areas to develop are key relationships (see 5.3), principles of behavioural
change (see 5.4), perception of value (see 5.5) and identifying opportunities to influence (see 5.6).
5.3 Developing key relationshipsOften, the ability to influence behaviour is dependent on the relationship between the influencer and the
interested party. This relationship determines the degree to which interested parties can be influenced
and the extent to which the behavioural change can be achieved.© ISO 2022 – All rights reserved
---------------------- Page: 9 ----------------------
ISO/FDIS 41015:2022(E)
The influencer (i.e. the organization) should be perceived as authentic, trustworthy, reliable, responsive,
relatable and knowledgeable.Information and communication are key to developing relationships of influence. The information
should communicate the purpose, desired outcomes and benefits, as applicable to the demand
organization and relevant interested parties.The organization should identify and map relevant interested parties and other requirements that can
impact the demand organization’s ability to achieve its strategic goals. These can include, but are not
limited to:— functional areas within the demand organization, including:
— leadership;
— finance;
— procurement;
— human resources;
— information technology (IT);
— risk management;
— environment and sustainability;
— public relations;
— legal and regulatory requirements;
— government and community officials;
— service providers;
— customers and clients.
The organization should focus on developing relationships with key interested parties to ensure that:
a) it understands the motivations and drivers of each interested party;b) interested parties understand how the organization can support the achievement of shared goals.
These interested party relationships are key to achieving behavioural change when a higher level of
engagement is necessary to achieve the desired outcome.5.4 Behavioural change
Behavioural change occurs when an interested party demonstrates a change in thinking and approach
to a situation to achieve a different outcome.The organization should consider how its own business approaches and practices can facilitate the
adoption of desired behaviours. By doing so, the organization can ensure that it is not placing undue
burden for change on the interested party.The organization should consider, for example, the following:
— Can the desired outcome be achieved through automation? If so, this does not require action on
the part of the interested party. However, the organization should communicate the value to the
demand organization as a result of the processes.— Can the desired outcome be achieved by changes to the physical environment? Even subtle changes
can influence individuals to act in a desired manner. Environments free of debris and signs of
© ISO 2022 – All rights reserved---------------------- Page: 10 ----------------------
ISO/FDIS 41015:2022(E)
deterioration prompt individuals to maintain the desired state. Appropriate signage supports
wayfinding. Again, communicating the value of these initiatives increases the understanding of the
FM value among interested parties and, as a result, expands its ability to influence future change
efforts.— Does achieving the desired outcome require a high level of engagement from the interested
party(ies)? In this case, a change management process can be necessary. The organization should
assess its competency in this area.The change management process should consider what motivates the behaviour of end users and other
interested parties. When the motivating factors are understood, the ability to alter the current situation
as part of a change management process is simplified.Whether the change sought will be mandatory or optional can affect the form, timing and level of
engagement when planning and implementing a change.5.5 Value drivers
5.5.1 General
Value drivers can be considered as factors that motivate or influence the demand organization and
associated interested party behaviour.By aligning processes and practices with value drivers, the organization can increase its ability to
influence behaviour to achieve valuable objectives and desired outcomes. Being clear about value
drivers enables behavioural change to be focused on results, leading to the outcomes envisaged by the
demand orga...
PROJET
NORME ISO/FDIS
FINAL
INTERNATIONALE 41015
ISO/TC 267
Facility management — Influencer
Secrétariat: BSI
les comportements organisationnels
Début de vote:
2023-01-06 pour obtenir de meilleurs résultats en
matière d’installations
Vote clos le:
2023-03-03
Facility management — Influencing organizational behaviours for
improved facility outcomes
TRAITEMENT PARALLÈLE ISO/CEN
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ISO/FDIS 41015:2023(F)
DES UTILISATEURS, LES PROJETS DE NORMES
INTERNATIONALES DOIVENT PARFOIS ÊTRE
CONSIDÉRÉS DU POINT DE VUE DE LEUR POSSI-
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TION NATIONALE. © ISO 2023
---------------------- Page: 1 ----------------------
ISO/FDIS 41015:2023(F)
PROJET
NORME ISO/FDIS
FINAL
INTERNATIONALE 41015
ISO/TC 267
Facility management — Influencer
Secrétariat: BSI
les comportements organisationnels
Début de vote:
2023-01-06 pour obtenir de meilleurs résultats en
matière d’installations
Vote clos le:
2023-03-03
Facility management — Influencing organizational behaviours for
improved facility outcomes
DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2023
TRAITEMENT PARALLÈLE ISO/CEN
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ISO/FDIS 41015:2023(F)
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TION NATIONALE. © ISO 2023
---------------------- Page: 2 ----------------------
ISO/FDIS 41015:2023(F)
Sommaire Page
Avant-propos .............................................................................................................................................................................................................................iv
Introduction .................................................................................................................................................................................................................................v
1 Domaine d’application ................................................................................................................................................................................... 1
2 Références normatives ..................................................................................................................................................................................1
3 Termes et définitions ...................................................................................................................................................................................... 1
4 Contexte de l’organisme ............................................................................................................................................................................... 2
4.1 Généralités ................................................................................................................................................................................................. 2
4.2 Comprendre l’organisme ............................................................................................................................................................... 2
4.3 Identifier les buts et objectifs organisationnels stratégiques ...................................................................... 4
4.3.1 Généralités ............................................................................................................................................................................... 4
4.3.2 S’aligner sur les buts organisationnels ........................................................................................................... 4
4.4 Démontrer et communiquer les valeurs .......................................................................................................................... 4
5 Influencer les comportements .............................................................................................................................................................. 4
5.1 Généralités ................................................................................................................................................................................................. 4
5.2 Capacité à influencer ......................................................................................................................................................................... 5
5.3 Développer des relations clés .................................................................................................................................................... 5
5.4 Changements comportementaux ........................................................................................................................................... 6
5.5 Vecteurs de valeur ............................................................................................................................................................................... 6
5.5.1 Généralités ............................................................................................................................................................................... 6
5.5.2 Travailler avec des vecteurs de valeur............................................................................................................ 8
5.6 Opportunités d’influence .............................................................................................................................................................. 8
6 Planifier les changements ..........................................................................................................................................................................9
6.1 Généralités ................................................................................................................................................................................................. 9
6.2 Processus de changement ............................................................................................................................................................. 9
6.3 Risques et opportunités lors des changements ........................................................................................................ 9
6.4 Cadre pour encourager les changements de comportement ......................................................................... 9
7 Aligner les actions du FM et les résultats stratégiques ...........................................................................................10
7.1 Généralités .............................................................................................................................................................................................. 10
7.2 Éléments de sortie et résultats ............................................................................................................................................. 10
7.3 Appliquer les vecteurs de valeur ......................................................................................................................................... 10
7.4 Éléments de sortie cibles ............................................................................................................................................................ 11
8 Évaluation des performances .............................................................................................................................................................12
8.1 Généralités ..............................................................................................................................................................................................12
8.2 Évaluation des résultats ........................................................................................................................................... ...................12
8.3 Indicateurs de performances .................................................................................................................................................. 12
8.3.1 Généralités ............................................................................................................................................................................12
8.3.2 Focalisation .......................................................................................................................................................................... 12
8.3.3 Attributs ................................... ........................................................................................................ .......................................13
8.4 Évaluation ................................................................................................................................................................................................13
8.4.1 Généralités ............................................................................................................................................................................13
8.4.2 Attributs d’évaluation ................................................................................................................................................. 13
8.4.3 Indicateurs de succès .................................................................................................................................................. 13
8.4.4 Méthodologies d’évaluation ................................................................................................................................... 13
9 Amélioration .........................................................................................................................................................................................................14
9.1 Généralités .............................................................................................................................................................................................. 14
9.2 Amélioration continue .................................................................................................................................................................. 14
9.3 Démontrer l’amélioration ........................................................................................................................................................... 14
Annexe A (informative) Recommandations ..............................................................................................................................................15
Bibliographie ...........................................................................................................................................................................................................................26
iii© ISO 2023 – Tous droits réservés
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ISO/FDIS 41015:2023(F)
Avant-propos
L’ISO (Organisation internationale de normalisation) est une fédération mondiale d’organismes
nationaux de normalisation (comités membres de l’ISO). L’élaboration des Normes internationales est
en général confiée aux comités techniques de l’ISO. Chaque comité membre intéressé par une étude
a le droit de faire partie du comité technique créé à cet effet. Les organisations internationales,
gouvernementales et non gouvernementales, en liaison avec l’ISO participent également aux travaux.
L’ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui
concerne la normalisation électrotechnique.Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont
décrites dans les Directives ISO/IEC, Partie 1. Il convient en particulier de prendre note des différents
critères d’approbation requis pour les différents types de documents ISO. Le présent document
a été rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2
(voir www.iso.org/directives).L’attention est appelée sur le fait que certains des éléments du présent document peuvent faire l’objet de
droits de propriété intellectuelle ou de droits analogues. L’ISO ne saurait être tenue pour responsable
de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant
les références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de
l’élaboration du document sont indiqués dans l’Introduction et/ou dans la liste des déclarations de
brevets reçues par l’ISO (voir www.iso.org/patents).Les appellations commerciales éventuellement mentionnées dans le présent document sont données
pour information, par souci de commodité, à l’intention des utilisateurs et ne sauraient constituer un
engagement.Pour une explication de la nature volontaire des normes, la signification des termes et expressions
spécifiques de l’ISO liés à l’évaluation de la conformité, ou pour toute information au sujet de l’adhésion
de l’ISO aux principes de l’Organisation mondiale du commerce (OMC) concernant les obstacles
techniques au commerce (OTC), voir le lien suivant: www.iso.org/iso/foreword.html.
Le présent document a été préparé par le comité technique ISO/TC 267, Facility management, en
collaboration avec le comité technique CEN/TC 348, Facility management du Comité européen de
normalisation (CEN), conformément à l’Accord de coopération technique entre l’ISO et le CEN (Accord
de Vienne).Il convient que l’utilisateur adresse tout retour d’information ou toute question concernant le présent
document à l’organisme national de normalisation de son pays. Une liste exhaustive desdits organismes
se trouve à l’adresse www.iso.org/members.html.© ISO 2023 – Tous droits réservés
---------------------- Page: 4 ----------------------
ISO/FDIS 41015:2023(F)
Introduction
Le présent document est destiné aux propriétaires, opérateurs et fournisseurs de services (internes
comme externes) d’installations. Y sont identifiées les différentes manières dont les améliorations
apportées aux installations peuvent influencer les comportements de façon positive, ceci afin de pouvoir
optimiser le rôle des installations par rapport à l’organisme demandeur. Bien que les comportements
soient subjectifs, les recommandations sur la manière de clairement spécifier et évaluer ces derniers
permettent d’établir un objectif collectif, collaboratif et commun à atteindre pour toutes les parties. Il
convient de considérer les comportements influents comme la manière dont agissent ou se comportent
les individus.Un facility management (FM) efficient et efficace répond finalement aux exigences de l’organisme
demandeur concernant l’optimisation de ses performances et la mise en place d’une approche
organisationnelle plus souple. Il convient que l’organisme soit capable de déterminer l’impact potentiel
de ses approches sur la réussite de la mission de l’organisme demandeur afin qu’il puisse aligner
et fournir ses services en conséquence. Le présent document offre des recommandations sur le
fonctionnement adéquat des installations afin que leur rôle dans la réussite de la mission et des buts de
l’organisme demandeur soit clairement spécifié et évalué.L’Annexe A fournit des exemples et davantage de recommandations concernant des articles spécifiques.
© ISO 2023 – Tous droits réservés---------------------- Page: 5 ----------------------
PROJET FINAL DE NORME INTERNATIONALE ISO/FDIS 41015:2023(F)
Facility management — Influencer les comportements
organisationnels pour obtenir de meilleurs résultats en
matière d’installations
1 Domaine d’application
Le présent document fournit des recommandations sur les différentes manières dont un organisme
de facility management (FM) peut influencer les comportements organisationnels afin d’obtenir
de meilleurs résultats en matière d’installations, y compris la façon dont le FM peut impliquer,
responsabiliser et influencer les utilisateurs, les fournisseurs de services et d’autres parties intéressées
agissant entres elles pour optimiser les résultats et l’expérience utilisateur lors de toute interaction
avec l’environnement construit.Par conséquent, et simultanément, il est possible de s’appuyer sur ces comportements pour atteindre
les objectifs et buts de l’organisme demandeur au niveau organisationnel, indépendamment du type
d’organisme ou de l’environnement construit concerné. Cela fait fondamentalement le lien avec le rôle
du FM, comme défini dans l’ISO 41001.Le présent document vise à compléter les exigences de l’ISO 41001, qui se basent sur la méthodologie
PDCA (Plan-Do-Check-Act).Le présent document s’applique aux organismes de grande taille comme de petite taille.
NOTE Pour les besoins du présent document, le terme «organisme» fait référence à l’organisme de facility
management (ou organisme de FM), sauf indication contraire.NOTE Les termes anglais «facility management» et «facilities management» peuvent être utilisés de manière
interchangeable.2 Références normatives
Les documents suivants sont cités dans le texte de sorte qu’ils constituent, pour tout ou partie de leur
contenu, des exigences du présent document. Pour les références datées, seule l’édition citée s’applique.
Pour les références non datées, la dernière édition du document de référence s’applique (y compris les
éventuels amendements).ISO 41011, Facility management — Vocabulaire
3 Termes et définitions
Pour les besoins du présent document, les termes et définitions de l’ISO 41011 ainsi que les suivants
s’appliquent.L’ISO et l’IEC tiennent à jour des bases de données terminologiques destinées à être utilisées en
normalisation, consultables aux adresses suivantes:— ISO Online browsing platform: disponible à l’adresse https:// www .iso .org/ obp
— IEC Electropedia: disponible à l’adresse https:// www .electropedia .org/© ISO 2023 – Tous droits réservés
---------------------- Page: 6 ----------------------
ISO/FDIS 41015:2023(F)
3.1
comportement organisationnel
conséquence de la manière dont interagissent les parties intéressées agissant entre elles et avec
l’environnement construit au sein d’un organisme demandeurNote 1 à l'article: Ces interactions influencent ensuite le comportement de l’organisme demandeur ainsi que ses
performances.3.2
résultat
conséquence finale d’un élément de sortie (3.3)
Note 1 à l'article: Les résultats et les éléments de sortie peuvent s’influencer mutuellement dans le cadre d’un
processus circulaire.3.3
élément de sortie
produit ou service final résultant d’un processus
Note 1 à l'article: Les éléments de sortie et les résultats (3.2) peuvent s’influencer mutuellement dans le cadre
d’un processus circulaire.3.4
vecteur de valeur
facteur dont la valeur est perçue par un organisme demandeur ou une partie intéressée
4 Contexte de l’organisme4.1 Généralités
L’organisme soutient l’organisme demandeur dans des circonstances principalement déterminées
par les comportements au sein de l’organisme demandeur. Pour créer de la valeur pour l’organisme
demandeur, il convient que l’organisme identifie les besoins et initiatives de l’organisme demandeur,
qu’il s’aligne sur ces derniers et qu’il les considère comme des priorités de premier ordre. Ces besoins et
initiatives peuvent découler de problèmes internes ou externes.4.2 Comprendre l’organisme
L’organisme joue un rôle direct dans la fourniture d’éléments de sortie soutenant l’activité commerciale
principale de l’organisme demandeur. Il contribue également aux résultats et aux avantages compétitifs
de l’organisme demandeur. L’organisme se positionne pour influencer les comportements, actions et
décisions de l’organisme demandeur susceptibles d’influer sur la réalisation des buts de ce dernier,
dans des domaines comme l’économie, la productivité, la résilience et la réputation.
Il convient que l’organisme détermine l’impact potentiel que les processus et activités de FM ont sur
la réalisation de la mission de l’organisme demandeur. Il convient qu’il recommande des politiques et
processus en fonction de leur capacité à permettre d’atteindre les performances souhaitées malgré
les contraintes liées au contexte de l’organisme demandeur, conformément à la culture de l’organisme
demandeur.Il convient que l’organisme spécifie à l’organisme demandeur le contexte dans lequel la stratégie de
FM est mise en place et dans lequel l’organisme lui-même intervient, ainsi que l’impact du FM sur les
éléments, tels que:— la mission;
— la vision;
— les valeurs;
© ISO 2023 – Tous droits réservés
---------------------- Page: 7 ----------------------
ISO/FDIS 41015:2023(F)
— l’infrastructure;
— l’espace de travail;
— les processus;
— les relations marketing;
— l’attraction et la rétention des talents;
— le développement du personnel;
— la communication;
— la durabilité;
— la santé et la sécurité;
— les finances;
— les risques et opportunités;
— la conformité;
— les performances;
— l’équipe de direction;
— la productivité;
— la culture;
— la technologie;
— la qualité;
— la géopolitique;
— l’innovation.
En outre, il convient que l’organisme cartographie les problèmes internes et externes susceptibles
d’avoir un impact sur l’organisme demandeur ou de l’influencer. Ces facteurs peuvent comprendre:
— le contexte externe: les problèmes d’ordre économique, social, spatial, environnemental, tel
qu’expérimentés par les utilisateurs finaux, maintenant et dans un futur proche;— le contexte interne: les problèmes liés aux personnes (expérience utilisateur, culture
organisationnelle), à l’emplacement (image, collaboration, flexibilité, coûts) et aux processus
(productivité, fiabilité, innovation).Pour cartographier les problèmes internes et externes s’appliquant au FM et les résultats d’impact
recherchés par l’organisme demandeur, il convient que l’organisme reste conscient des principes,
politiques, stratégies et initiatives actuels de l’organisme demandeur.Il convient que l’organisme identifie régulièrement la manière dont les problèmes internes et externes
impactent et influencent les comportements et actions de l’organisme demandeur ainsi que les
expériences utilisateur et résultats des installations, pendant tout le cycle de vie des installations, et ce
à tous les niveaux stratégiques et tactiques opérationnels.© ISO 2023 – Tous droits réservés
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ISO/FDIS 41015:2023(F)
4.3 Identifier les buts et objectifs organisationnels stratégiques
4.3.1 Généralités
Il convient que l’organisme identifie les buts et objectifs de l’organisme demandeur sur lesquels il
est possible d’agir pour atteindre des résultats et des expériences utilisateur positifs. Il convient que
l’organisme détermine les buts, objectifs et cibles (y compris les facteurs de réussite critiques), leur
évaluation et l’environnement nécessaire pour les atteindre. Pour ce faire, il convient que l’organisme
garde à l’esprit les buts et objectifs de l’organisme demandeur, qu’il s’aligne sur ces derniers et qu’il
connaisse les parties intéressées concernées. Il convient que l’organisme demandeur fournisse à
l’organisme des informations relatives à ses buts et objectifs.4.3.2 S’aligner sur les buts organisationnels
Afin de se préparer à influencer les comportements, il convient que l’organisme cartographie la
manière dont ses approches, ses activités et ses pratiques commerciales peuvent avoir un impact sur la
réalisation des buts et objectifs de l’organisme demandeur. Il convient qu’il recommande ensuite, le cas
échéant, de procéder à des changements afin d’assurer un FM efficace.Il convient d’envisager des changements au niveau des politiques, processus ou procédures
organisationnels si les buts et les résultats attendus ne sont clairement pas alignés. Lorsqu’il propose
des changements, il convient que l’organisme prenne également en considération les impacts indirects
de ces changements sur les éléments de sortie existants. Des revues régulières peuvent être organisées
afin de renforcer l’efficacité de cette mesure.Il convient que l’organisme adopte la même terminologie commerciale que l’organisme demandeur
concernant les buts, objectifs, principes opérationnels et approches. Cela vaut également pour les
activités ultérieures de vérification, de planification et de surveillance.4.4 Démontrer et communiquer les valeurs
Avant que l’organisme puisse influencer les comportements organisationnels, il convient qu’il prouve la
valeur qu’il peut apporter en tant que partie intéressée clé à l’organisme demandeur.
L’organisme peut démontrer sa valeur en tant que partie intéressée clé en:— alignant les éléments de sortie et résultats atteints avec les buts, cibles et objectifs organisationnels;
— neutralisant, limitant ou transférant les risques organisationnels;— réduisant les coûts directs;
— améliorant l’efficacité et la productivité;
— apportant une valeur intangible ou indirecte par l’amélioration de la réputation grâce à l’apparence
des installations, la conduite des affaires et les interactions avec la communauté.
5 Influencer les comportements5.1 Généralités
Il convient que l’organisme s’aligne sur les buts de l’organisme demandeur.
Il convient que l’organisme comprenne durablement et de façon claire et approfondie les attentes
et besoins de l’organisme demandeur. Il peut ensuite identifier de quelle manière influencer les
comportements pour atteindre les objectifs fixés.© ISO 2023 – Tous droits réservés
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ISO/FDIS 41015:2023(F)
5.2 Capacité à influencer
Les changements à apporter pour atteindre les objectifs à tous les niveaux concernent souvent les
conditions, processus, dispositions, politiques et comportements des personnes concernées. Lorsqu’un
changement est nécessaire, il convient que l’organisme envisage sa mise en œuvre avec prudence. Il
convient que les méthodologies soient appropriées au regard de l’ampleur des changements souhaités
et qu’elles facilitent l’adoption des comportements souhaités. La planification des changements est
détaillée à l’Article 6.Il convient que l’organisme reconnaisse que l’influence repose sur:
— la manière dont la culture organisationnelle façonne le processus de prise de décisions et les
comportements;— les attitudes, les motivations et les compétences professionnelles;
— le niveau de maturité de l’organisme;
— la relation du personnel du FM avec les utilisateurs des installations et d’autres personnes concernées
par le fonctionnement des installations.Il convient que l’organisme s’autoévalue afin d’identifier son niveau de maturité et de compétences pour
influencer les parties intéressées. Les principaux domaines à développer sont les relations clés (5.3), les
principes du changement de comportements (5.4), la perception de la valeur (5.5) et l’identification des
opportunités d’influence (5.6).5.3 Développer des relations clés
La capacité à influencer les comportements dépend souvent de la relation entre l’influenceur et la partie
intéressée. Cette relation détermine la mesure dans laquelle la partie intéressée peut être influencée et
la mesure dans laquelle son comportement peut changer.Il convient que l’influenceur (à savoir l’organisme) soit perçu comme une personne de confiance,
authentique, fiable, responsable, compétente et à laquelle il est possible de s’identifier.
Les informations et la communication sont cruciales pour développer des relations d’influence. Il
convient que les informations véhiculent le but, les résultats souhaités et les avantages relatifs à
l’organisme demandeur ainsi qu’aux parties intéressées pertinentes.Il convient que l’organisme identifie et cartographie les parties intéressées pertinentes ainsi que les
autres exigences susceptibles d’avoir un impact sur la capacité de l’organisme demandeur à atteindre
ses buts stratégiques. Ces exigences peuvent inclure, mais sans s’y limiter:— les domaines opérationnels au sein de l’organisme demandeur, y compris:
— le leadership;
— les finances;
— les achats;
— les ressources humaines;
— les technologies de l’information (IT);
— la gestion du risque;
— l’environnement et la durabilité;
— les relations publiques;
— les exigences légales et réglementaires;
© ISO 2023 – Tous droits réservés
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