Construction must change. Today’s procurement practices, commercial norms, business strategies, and productivity levels are simply unsustainable when placed against tomorrow’s pipeline of demand for buildings and infrastructure. As our built environments become increasingly complex, ensuring they support the quality of life and economic vibrancy that the global population has come to expect is going to become increasingly difficult, and so too will attract the much needed capital with which to build, if project and asset performance levels aren’t addressed. Taking the risk out of construction and uncertainty out of work pipelines, improving both project delivery and contractor financial performance, making projects more bankable, closing the gap between targeted performance and actual performance of assets, and equipping the industry to think and act strategically, will be the entry requirements for tomorrow’s market. Technology will deliver on those aspirations. These three technology-driven disruptions—In how we design, build, and operate buildings and infrastructure— are giving rise to a new era for the industry. An era in which any contractor, regardless of size, location, sector, or capitalization will have democratic access to a new set of connected
capabilities. Construction teams are complex, frequently spanning multiple organizations and geographies. Collaboration between project teams and stakeholders continues to be a perennial problem— one that introduces
cost, delay, rework, and risk to projects. Yet, a recent study revealed 82% of construction industry leaders expect there to be greater collaboration between project owners and contractors over the next five years. At its heart, collaboration in construction is predominantly an asymmetric process—multiple parties in the supply chain each work on their own aspect of a project, then clash detection is performed by aggregating those individual models.