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The Worlds of Facility Management and Workplace are, by definition, highly mobile and evolutive.

On these pages, you will find technical articles, news, reports on congresses and conferences in which Spaceonmove took part as well as positions or “mood tickets” which should give you a particular insight into these two fields. Nice readings.

Standing out: an art, a doctrine or an obsessive disorder…

Posted on by Christian Hadorn | Article

Is standing out an art, a doctrine or an obsessive disorder? This gradation often seems to be ignored by some people and companies.

The art of standing out In a world that is increasingly standardised, if not standardised and pacified, standing out can be an art. It’s about finding the right niche, the right approach and the right message, even if it means shocking, challenging or disturbing. This dynamic has always existed, but social networks seem to have taken it to the extreme. What was once art can quickly become disorder. The doctrine lies somewhere between these two extremes, institutionalising certain aspects and amplifying others.

Doctrine Not wanting to be like everyone else can be a relevant strategy in certain fields. This desire to stand out from the crowd can be expressed in terms of approach, process or brand image. Some companies take this dynamic to extremes, going so far as to incorporate it into their charters and values, even if it means departing from the norm.

Obsessive disorder When art and doctrine falter, setting oneself apart can become an obsession and an entrapment. This drift can border on sectarianism or elitism, giving rise to incomprehension and rejection. For a company, crossing certain red lines without safeguards can jeopardise its existence.

On an individual level, this obsession can lead to profound disorders with sometimes dramatic consequences. In a society where ‘buzz’ and instant notoriety have become the ultimate quest, the desire to stand out at all costs can lead to dangerous excesses.

Standing out… but with moderation This is above all a cultural issue, rooted in the DNA of nations. Some countries and leaders cultivate constant excess, while others are more in line with international standards. In the business world, standing out is part of the game, but a certain lack of nuance seems to be on the increase, particularly within large groups. Why bother with details when cumbersome, burdensome or invasive approaches are tolerated and even applauded by a public in perpetual search of experiences?

What balance should be struck? How do you reconcile a strong doctrine, often inherited from the company’s history, with the necessary flexibility in the face of market realities? A few avenues can be explored:

  • Set up an advisory group on ethical issues and corporate philosophy, able to offer an outside perspective on strategic orientations.

  • Involve trusted partners, including customers, to assess the appropriateness of the approach adopted.

  • Exchange views with professionals in the same sector to determine the limits that should not be exceeded.

  • Ensuring flexible governance so that managers can adjust to changing circumstances.

In conclusion Standing out from the crowd is often an art which, over time, can degenerate into dogma, or even obsessive disorder, threatening the very survival of a company. The resulting blindness prevents any questioning, on pain of exclusion. It all comes down to a subtle balance between strategic vision, ethics and sensitivity, whether some of today’s ‘bulldozers’ like it or not.

Happy reading and see you soon!

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