During the dedicated REBF session “Operating the Building Based on Data”, a data provider, a property manager and an office investor shared a strikingly similar concern: the smart building sector is accelerating faster than organisations can adapt. The technology exists, the ambition is growing, but the market lacks the guidance needed to turn digital opportunities into operational reality.
1. Technology is accelerating faster than organisational capability
Buildings are producing more data than ever — from BMS systems, sensors, meters and cloud platforms. Yet much of this data does not lead to operational change. Processes remain manual, responsibilities remain unclear and teams often lack the digital foundation needed to work differently.
This gap between technological potential and organisational readiness is widening, and the market needs structured guidance to bridge it.
2. GACS regulation increases both urgency and complexity
The new EPBD guidelines around GACS were meant to provide clarity, but have instead triggered a new wave of minimal-compliance solutions. Many owners are being steered toward GACS Class C without understanding the long-term pathway toward the actual goal: GACS A.
Without proper guidance, organisations risk building solutions today that will need to be rebuilt tomorrow.
3. A fragmented value chain creates confusion
The session made clear that stakeholders interpret data-driven building operations differently.
- Data providers focus on infrastructure and insights
- Property managers focus on feasibility and daily operations
- Investors focus on value, risk and portfolio strategy
But a smart building can only function when these perspectives are aligned. Today, they are not. A guiding role is needed to connect language, expectations and responsibilities across the chain.
4. Too many solutions, not enough clarity
The market is flooded with platforms, dashboards and “smart” add-ons. While innovation is positive, it also creates noise and uncertainty. Many organisations hesitate to start because they cannot distinguish long-term value from short-term trends.
Clear guidance is essential to prioritise decisions and cut through the hype.
5. Data-driven building operations require real organisational change
This transition is not about implementing tools — it is about redesigning the way buildings are operated.
It affects:
- workflows
- KPIs
- roles and responsibilities
- budget structures
- decision-making
Such change cannot happen without structured, independent guidance.
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