The US economy is the biggest in the world for the misfortune of all others, because in many ways it does not have sufficient control mechanisms and legislative support. Then the bubble of the US real estate market can grow to a huge size, after which the collapse will break down not only the financial sector but also the rest of the world. The financial losses were so great that they caused global consumption constraints, resulting in the global economic crisis of 2008, which was the worst in the post-war period. The script was the same everywhere in the world. Financial sector liquidity problems have restricted consumers' access to finance. Reduction in consumption = reduction in aggregate demand = slowdown in economic growth = increase in unemployment. All sectors have been affected, and economic subjects switch into the survival mode. The main goal is to reduce costs and increase efficiency. The best way to achieve these goals in the company's support activities is facility management. It has been known in the world for several decades, but in the conservative Czech corporate environment was used very little in the pre-crisis period. The definition of the essence and the goal of facility management is to reconcile working environment, workers and work activities to result in a more favorable environment, more efficient processes, and higher workforce performance, thereby achieving better economic growth and overall organization success. The authors want to point out an adaptation of facility management to the needs of companies to survive in the crisis period. During the crisis, both authors worked in the private construction sector, defining the essence and goal of facility management during the crisis as followed: facility management aims to maximize the minimization of costs, conditions and workers to the extent strictly necessary for the operation of the main activity. Paradoxically, the crisis has forced many businesses trying to survive, apply facility management on their structure, and the results show that facility management is working, achieving the desired goals. The same applies to one of the facility management outsourcing tools. To the onset of the crisis unpopular, as if untrusted instrument. However, the crisis has forced companies to narrow both the main and supportive activities = specialization / profiling and delegate many activities to external contractors = outsourcing. In the end, it turns out that such a “division of labor” has a positive effect on the efficiency and quality of the work and services provided.