A space is real when it is shared
“Order is the pleasure of reason, but disorder is the delight of the imagination”. Paul Claudel wrote this to remind us that the form of things also contains their meaning. In eFM, Service Governance comes from this very place: from the need to bring order to complexity, without reducing its richness. Not a rigid system, but a common grammar to inhabit and manage spaces in a coherent way.
Today, property management takes place on multiple levels: technical, economic, relational, digital. Service Governance brings these levels together in a single operational architecture, capable of connecting what is done, with why it is done and how it is measured. The focus is not on the service, but on the relationship between those who demand it and those who provide it. A relationship of shared responsibility, clear roles and measurable objectives.
The structure of service governance has three complementary dimensions. Three like the fundamental questions of any project: what to change, how to contract, how to verify.
Change management is the strategic level. This is where processes are redesigned, responsibilities are defined, decisions are made on what to simplify, what to retain, what to transform.
Contract Management is the project level. Clear tools are built, capable of transforming complex objectives into operational rules. Not just contracts, but relationship models.
Performance Management is the operational layer. This is where governance becomes real: where data is read, performance is verified and value is assessed.
The strength of this approach lies in its transversal applicability: it can be activated at corporate, project or domain level. The basic logic is always the same: integration of skills and tools in a single, continuous, adaptive model.
A platform is a point of view
In The Phenomenology of Perception, Merleau-Ponty wrote that we do not see things as they are, but as we inhabit them. Service Governance brings this principle to the world of real estate, translating vision into method. It does not merely describe what happens, but creates the conditions for what happens to be interpretable, traceable and improvable.
In this model, technology is not an end. It is the device that enables coherent action: collecting data, connecting signals, automating decisions. MyspotHub represents the operational centre where this digital governance takes place, where processes become visible and behaviour becomes measurable.
But even before systems, governance lives in culture. It requires a different posture: from reactivity to intentionality, from the sum of performance to the care of experience. In an era in which space is less physical and more relational, Service Governance is a possible answer. It is a way to make complexity habitable. Perhaps, it is a way to put the form and substance of things back at the centre.