Transforming Facilities & Operations

“Transformation is a marathon, not a sprint.” — Kevin Hegarty

The April B&F Leadership Forum focused on a major initiative that has changed the way many in B&F do business: the Facilities & Operations Transformation.

Michael Hoeflein, Hospital Maintenance Manager, shares F&O’s Guiding Principles at the April B&F Leadership Forum.

The F&O Transformation encompasses a number of recent changes designed to make F&O more collaborative, including a flatter organizational structure, better alignment within and across groups, and recognition that different departments face different issues and barriers. F&O also developed new guiding principles: to be a solutions-based, proactive, collaborative and respectful organization.

At its core, the Transformation reflects a guiding belief that positive leadership can build an engaged and adaptive culture in organizations. To do this, F&O is focused on a number of specific areas:  

  • Building customer centric relationships
  • Building critical skills to address problem solving
  • Delegating authority to those doing the problem solving to increase productivity while building confidence
  • Deepening understanding of analytical concepts
  • Learning persuasive communication
  • Creating an inclusive workplace
  • Supporting professional development
  • Building Trust

Two concepts studied at the Ross School of Business continue to influence the Transformation.  The first is bricolage, defined as something constructed or created from a diverse range of available things — it is used to look at challenges (and possible solutions) from a variety of perspectives and facilitate collaboration among teams and with customers. The second is the heliotropic effect, which is the notion that all living things grow toward the light (as observed in flowers, for example). In organizations, the same principle holds true —  according to Ross professor Kim Cameron, societies, cultures, organizations, groups and individuals work towards the most positive images they hold of themselves. A group of leaders are bringing insights from this research back to F&O after participating in a transformational leadership program at Ross. Among their takeaways: positive leadership helps leaders capitalize on strengths, create positive relationships, empower staff, and work to unlock hidden resources.


Camie Munsell, F&O Maintenance Region Manager, shares information about the Action Learning Project Teams that were formed during F&O’s Positive Leadership Training.

To help ensure positive outcomes throughout the change process of the Transformation, F&O created five Action Learning Projects. With the help of Ross partners, the collaborative Action Learning Project teams collected information and recommended improvements to F&O leadership in the following areas:

  • Budget realignment
  • Internal communications
  • Data retrieval and structures
  • Level 1-2 construction projects
  • Staff engagement

Many of the ideas generated by the Action Learning Projects have been implemented.

F&O Transformation Presenters at the April B&F Leadership Forum. Front row: Camie Munsell, Kim Kiernan, Danielle Sheen, Amy Marquardt, Colette Donner, Ann Zalucki. Back row: Kevin Morgan, Steve Dolen, Dave Lammers, Lukeland Gentles, Michael Hoeflein.

Kudos to the presenters at the April B&F Forum, and to all our F&O colleagues for engaging in this important work!

To learn more about positive organizations: