Last issue’s Crossing the Chasm article argued that robotic floor cleaning has officially crossed Geoffrey Moore’s chasm and hit Malcolm Gladwell’s tipping point, going from novelty to necessity. Therefore, this natural follow-up article pushes the conversation from “why adoption is happening” to “what comes next now that robots are mainstream.”

All of this is being noticed and documented, with data, statistics, and studies. For example, in the September 2025 IBISWorld publication (Janitorial Services in the US), it said this: “Stringent cleanliness demands and tech innovations are reshaping the janitorial landscape, offering new growth avenues. Janitorial companies are aligning their services to these evolving norms while leveraging IoT and robotics for enhanced efficiency.”

Crossing the chasm is not the end of the journey, but the start of a new phase where execution, ecosystem, and scale determine success.

From novelty to necessity

What began as a novelty for innovators and early adopters twenty-five years ago is now a mainstream necessity. Labor shortages, rising wages, and evolving client expectations have accelerated adoption across the cleaning industry.

But crossing the chasm is just the beginning. For business service contractors (BSCs) and in-house service providers (ISPs), the challenge now lies in scaling robotic cleaning from isolated pilots to enterprise-wide deployment. We will explore what is required to make robots deliver real value, including robust deployment processes, data-driven reporting, front-line training, and whole-product support systems that extend beyond the hardware.

Drawing from recent case studies, we’ll highlight what’s working, where organizations stumble, and how automation can be integrated into manual cleaning workloading. For cleaning leaders, the tipping point is here: execution, integration, and scale will decide who wins the next phase of automation.

Execution at scale—proof of concept to whole-product support

Now that adoption has started, the challenge is no longer if robots will be used, but how to deploy, scale, and measure them effectively.

Adoption begins with a structured, hands-on proof-of-concept (POC) program. It’s designed to help BSCs and ISPs evaluate robotic floor cleaning in their environment with confidence, clarity, and real-world results. This process ensures this is a good, well-planned fit, expertly supported, and focused on performance outcomes, not just demonstrations.

The purpose of this step is straightforward yet strategic: To demonstrate that robotics can be integrated into existing cleaning operations and deliver measurable results. POCs typically focus on a 15,000–20,000 square foot area, validating mapping accuracy, cleaning efficiency, and ease of use. From day one, the process begins with onboarding, site surveys, and stakeholder walkthroughs to align expectations. Together with the facility management on site, key performance indicators (KPIs) are covered, including coverage, efficiency, safety, and user acceptance, so success is measured, not assumed.

During the operational phase, robots run daily routes, while the team monitors performance, troubleshoots any issues, and collects data. At the conclusion, deliver a KPI-based report and facilitate a debrief on return on investment (ROI) potential, scalability, and deployment options. Beyond metrics, a structured pilot is not a demo; it is a disciplined pathway to adoption.

Moore emphasizes that mainstream adoption requires a whole product and service solution, not just a machine. For cleaning robots, that means dashboards, help desks, financing, training, and integration with facility workflows.

Support programs are required to scale robotic cleaning. These programs ensure a smooth transition from proof of concept to sustained performance with confidence. Operators drive adoption, review KPIs, and recommend workflow improvements.

Additionally, operators gain mobile app access for real-time fleet monitoring, error alerts, and performance reporting. Consistent use transforms robots into reliable teammates backed by data, expertise, and ongoing optimization, allowing facility managers to focus less on managing machines and more on leading outcomes.

Beyond adoption, the future of facility management

In the first article, we focused on Moore’s “chasm.” This follow-up concludes with Gladwell’s tipping point, illustrating how BSCs and ISPs can convert adoption into lasting transformation. For example:

• Connectors (robot champions on-site) prepare and position them to succeed.
• Stickiness (data dashboards) uses their knowledge to automate routine and project floor work.
• Context (labor shortages). Labor is becoming more expensive, and new hires have fewer years of service in the industry.

These are just a few examples that explain why adoption is accelerating and what leaders must do to sustain it.

Facility management is evolving into a discipline that blends financial acumen, data-driven insights, and front-line leadership. Tomorrow’s manager must go beyond scheduling and supervision to understand the basics of profit and loss (P&L), align financial and management accounting, and leverage enterprise resource planning (ERP) systems for smarter decision-making. Productivity strategies now require more than spreadsheets—they demand knowledge databases, expense monitoring, and metric-driven profitability.

Leadership, as Jim Collins reminds us, is about getting the right people on the bus—but also giving them actionable tools. Frameworks like Blue Ocean Strategy and Entrepreneurial Operating System^® (EOS^®) help connect vision, people, and processes to measurable outcomes. Innovation is reshaping the front-line: Robotic deployment, AR-enabled support, and modern training models are no longer optional—they’re essential.

Crossing the chasm was just the beginning. In short, the facility manager of the future must cross a new chasm—from operator to strategist, from data collector to wisdom builder. Now, success depends on execution, integration, and scale. Facility managers must evolve into strategic leaders who blend robotics, data, and financial insight to drive transformation.

Editor’s note: Don’t miss Jon Hill’s presentation on this topic on Tuesday, Nov. 11, 2025, at 12:30 p.m. at ISSA Show North America 2025.

Jon Hill is the CEO of Cobotiq and provides business managers with information on how to create and implement profitability. He is a frequent speaker and presenter on the future impact of automation and technology in the cleaning industry.