Having returned to the construction industry after 30 years working in software and technology, Causeway’s chief operating officer Paul Devlin brings a unique perspective to digital transformation
We’ve known for years that construction is crying out for a mindset shift that enables the industry to collaborate. It’s an industry that historically has low margins and significant inefficiencies, making it ripe for technology that can help to transform it for the better.
An unprecedented level of momentum in digital transformation was triggered by the Covid-19 pandemic and still exists today.
Companies are reimagining how they operate by identifying ways they can work more efficiently with suppliers – particularly as they move to net zero. They are exploring how they can ensure technology is used to enhance jobs by removing paperwork from the equation. This is to not only encourage employees to stick around longer but also to find new ways of attracting talent to the industry.
While the conversation is evolving from digital adoption to digital maturity, the construction industry has a major opportunity to learn from some of the mistakes made and challenges faced by other industries.
It’s become apparent that you can’t just decide to develop a strategy and expect to become fully digitalised overnight: it’s a journey that needs careful consideration and buy-in from everyone involved.
The future is data-driven
One of the greatest challenges for construction companies is undoubtedly achieving a shift in mindset, which is something we’ve been talking about for 10-15 years now.
Businesses – irrespective of their industry – should think like software companies because, fundamentally, that is what they are. Adopting a software mindset requires you to follow the data to the best possible solutions, disregarding how it has always been done.
If you break everything down, it all starts with data and how you turn it into an application that creates intelligence, allowing individuals to make different decisions based on the data. Then there’s the process on site and what workers do with the tools they use, how that data flows back through the organisation, and how it’s used.
In the world of IT in construction, it’s a question of how you bring that software development mentality to run a construction company.
The companies that figure that out will be the most successful in the years to come. I’m in no doubt that some of the biggest construction companies we’ll see don’t exist today; their founders are currently figuring this all out, looking at different methods of construction – without being constrained by traditional mentalities – taking a software mindset to how you develop and deliver.
They will create a fundamentally different experience for the industry, turning it on its head. We’ve seen that happen in almost every industry in which companies have started to digitise, including banks and retail applications. Companies are growing massively and disrupting whole industries because they’ve put themselves in a software mindset.
Data standardisation is key to digital transformation
As an industry, we are well versed in collecting data, but no one seems to know what to do with it nor how to harness it.
It’s about extracting the data that’s relevant to your role and someone on site, and it’s only when you take that and turn it into information and insights that it comes to life.
If you’re going to take advantage of the digital world, you’ve got to think about standardisation: adopting an approach that’s driven by data but allows you to standardise processes as much as possible.
Changing mindsets requires a collaborative approach
The benefits of operating in this way extend throughout the construction supply chain: thinking like a software company opens up a huge opportunity to bring new skills into the industry by welcoming the next generation of talent. They’re very purpose-driven and want to work with companies that really do make a difference in the world.
But despite the widely acknowledged benefits that digital transformation can offer, there are also common challenges facing construction businesses when it comes to achieving that transformation.
Earlier this year, we surveyed 175 construction professionals who authorised or influenced the purchase of software in their organisation, and 31% reported employee resistance to adopting new technology as being one of their organisation’s greatest challenges.
I’m mindful that construction firms don’t always have the resources to think like a software company, but they are trying to innovate – 95% of respondents said their organisation currently implements an initiative to digitise an aspect of their business process.
This is why, as an industry, we’ve got to help.
We need to work collaboratively, and it’s up to larger companies, including Tier 1 and 2 contractors, to lead the way in terms of using technology that unites the ecosystem and enables it to operate much more efficiently.
The technology exists and, for Causeway, it’s about how we work with industry to help break down the complexity that exists in processes by reviewing them end to end, understanding where the inefficiencies exist and removing them using software.
Paul Devlin
Chief operating officer
Causeway
Tel: +44 (0)1628 552000
