We are now into the 21st Century and the Knowledge Economy beget the Digital Economy where Social, mobile, real-time, and other disruptive technologies have aligned necessitating dramatic changes within organizations, forcing them to adapt in order to maintain relevancy. This digital transformation is significantly driving real change within businesses where new models, team structures, and customer-centered philosophies are being developed quickly to stay afloat.
To address these changes Flexibility is key in project delivery asbusiness move towards lean processes and agile business practices, reacting swiftly to a rapidly changing landscape where PMsembrace risk and keep on learning in an ever changing business climate.
It is obvious the AEC industry must disrupt- as mentioned in the a recent blog “Disrupting the AEC Industry” in this disruptive, digital global economy. The AEC industry will find its environment of operation will have to change quickly to survive. No one can predict the future of the industry but the industry can decide for itself to disrupt itself or be blindsighted by some other industry that will disrupt it. In order for the Business of Architecture to be in step with their clients they will have to transform the AEC Industry infrastructure & its ecosystem through a disruption of their practise
Very few business leaders nor education instructions and associations related to the AEC Industry have seen the writing on the wall but for the majority life goes on as they are caught up in the cycle of boom and bust, feast or famine not realizing this digital globalized economy will disrupt the all traditional industry. This is especially true for AEC industry that have not learned to adjust itself to the digital, globalised economy where society and technology are progressing at a faster rate than institutions and organisations. It is obvious the AEC industry must disrupt as in this disruptive, digital global economy, the AEC industry will find its environment of operation will have to change quickly to survive.
Leadership in projects management is having a mature understanding of the project intent and the business objective of the project and having a clear picture of the project and owing the customer/clients issue Key to project leadership is flexibility in project delivery reacting swiftly to a rapid changing landscape and providing the client an enhanced project management – customer experience.
The difference between ordinary & extraordinary is just that little “extra”- little extra is Leadership which turns project management service into providing customer-centric personalized project management experience.
Leadership is that “little extra” in Project Management. What is your opinion on this? I would like to hear from you.
Work-Life is about life itself. To work you need to live. We spend most of our life at work than our life activities, next comes sleeping. So live life while at work or at play.
As one website says it very clearly “Work and Life is not Black and White” it is all Gray. Integrate work and life and see your life change.
To have an refining effect on team members is to recognize the difference in gender, race, generation, culture, education, values, and economic background and rising above it and recognizing that we are human and we have an obligation to be humane to one another.
The only true success in project delivery is in our clients’ success. We deliberately stubborn to be client / customer focused and adapt new methodology to create sustainable value by enhancing client experience & Innovating the Project Delivery. Partnering is key to business – service providers being relevant in the digital economy we work and play. Slower growth in the age of adaptation will require an new urgency wherein companies have to transform their project delivery through partnering and thus change their business to stay relevant in the digital economy.
With a shrinking and connected planet we will see more projects designed; engineered to allow for modules to be fabricated/manufactured miles away; in another continent and in some case across the world. This will be further fuelled as labor cost rise in remote sites with severe weather constraints; together with limited availability of regional skilled labor in North America the supply chain logistic landscape will change dramatically in the next few years to enable EPCMs and their clients meet their shareholders expectations.
In Project Management Scope; Time; Cost are the three main constraint of a project delivery, Wherein each constraint forms the vertices, with quality as the central theme. This implies projects must be delivered within cost;, on time and meet the agreed scope no more or less. Each of these constraint has a direct impact on the other.
The traditional stick and build method to implement design and engineering solution used in our cities and towns are inheritably inefficient and consistently producing varying quality of work. The future lies: in design; engineering of building designed to evolve & built to last.
The key here is to design Build like Lego- build blocks from kit of parts which can be used in any required combination and can be conveniently assembled providing flexibility in manufacture; assembly; disassembly; relocation and reissue or recycle in its entirety.
We live in a world of digital Darwinism where through Disruptive Selection it is reported that, 70% of the companies on the Fortune 1000 list 10 years ago have vanished and in an environment where no business is too big to fail or too small to succeed, where technology and society are growing at a faster pace than organisation and corporation can catch. The AEC is an industry waiting to disrupt and requires re-tooling and needs long-term structural change through the participation of stakeholders across the industry.
The AEC industry needs to transform its traditional model of delivery to design, build and maintain facilities– workplaces – the crucible that assist our clients to complete the digital transformation in “flexible, fast and functional facilities that mutate and evolve to adapt the constantly changing business environment to bring to market new services or new products keep pace with a rapidly changing disruptive business environment.
Shifting mindset is required to innovate the construction delivery model in this digital globalized economy where we have to disrupt traditional process, and rebelliously discard old business clichés and remake the construction delivery model and greatly accelerate the way we operate to understanding customer needs and problems to keep pace with a rapidly changing disruptive business environment.
We owe it to the generation that is moving into the boardrooms of the digital globalized economy to fix a system that is broken. Do you agree, I would like to hear from you?
Turn client experience on its head through a combination of Engage + Transform + Create in solving project complexity; find and fill unmet customer needs, plan for profitability, strive for sustainability, establish credibility knowing that the nature of competition has changed; renew the focus on the customer and the human side of business through digital transformation and the competitive advantage resides in the minds of our clients while becoming a trusted partner to clients by addressing “Customer’s point of thirst” (expectations) and removing “Customer Pain” (roadblocks).
Since my days as a Designer and now as a Management consultant at Optum+, wherein I project manage projects, I have heard the refrain from designers of both exterior and interior environments: “oh if these restrictions and problems were not there we would have come up with a great design.” I have to admit I too have made this remark in the past. However over the years I realised the hard way that all the sweat and brain crunching to get around restrictions and work around problems have produced some of my most interesting design and products.
The future thinkers are at work to map out the future of architecture and to answer the question “What next for Architecture” It is going to be an interesting journey for the profession, the jury is still out, what do you think? I will love to hear from you?
It is obvious the AEC industry must disrupt as in this disruptive, digital global economy, the AEC industry will find its environment of operation will have to change quickly to survive. It will have to change the game internally to accelerating speed-of-execution and become agile to seize new opportunities while disrupting to gain critical competitive advantage. In short it will have to Out-Execute and Out-Innovate
The AEC industry will be disrupted very shortly as the business environment which the industry is based is being disrupted. Our age old assumptions in business are no more relevant and the metrics of success are being redefined and where the clarity of words we use to discuss business, standbys like marketplace and competitive advantage, are redefined and rendered almost meaningless, makes it imperative that the industry will be disrupted. In the globalized knowledge economy where the goal is not efficiency but is adaptability or innovation or unleashing human potential where a whole new management system and tools is being reinvented, it is only a matter of time.
A shifting of our mindset to disrupt our traditional process, and rebelliously discard old business clichés and remake the market landscape for Design, Engineering & Construction by deliberately targeting situations where the competition is complacent and the customer has been consistently overlooked or under-served and greatly accelerate the way firms operate internally to keep pace with a rapidly changing world.
Meeting client’s expectation through an enhanced client experience is key to making AEC industry relevant in digital globalized economy.
