Digital Transformation – A progressive and phased approach to developing the capability and capacity needed to achieve sustained success
Organisations can no longer ignore the impact BIM is having on our industry – but with 84% of companies failing to achieve real business benefits from their digital transformation programmes (Forbes, 2017), transforming the way you do business is clearly not an easy task.
During this webinar, Paul Shillcock, Principal Advisor at Operam, discusses the development and implementation of business processes that enable organisations and teams to adopt a collaborative approach to the use, exchange and production of digital information, and how to establish a repeatable and unified approach, which provides organisations with a progressive and phased approach to build upon and achieve sustained success.
Paul started the webinar looking at the wider UK Industry perspective on digital transformation as the UK has taken the position as a leader in an attempt to improve productivity as construction clients have only a 50/50 chance of getting their asset delivered on time and to budget. Other industries such as the automotive industry had to embrace digital transformation to remain competitive against foreign manufacturers and have since seen major improvements in productivity. The construction industry is beginning to face the same global pressures and must embrace digital to survive. Paul also simplified and gave his interpretation of the ‘BIM wedge’ explaining the transition between the levels, the timescales involved and where the industry currently stands.
Paul then looked at the 3 main reasons behind an organisation’s drive to digital transformation, and how the rush to change is creating a ‘perfect storm’, and why a huge number of those companies will fail. Organisation should also not think of implementing BIM as a separate project, but that it should be part of the information management strategy from the start.
So what usually goes wrong? Various stakeholders will have their own requirements and external demands, from the Leadership team, though to partners such as clients and supply chain. Taking BIM as an example, simply procuring the enabling technologies without fully understanding the functional requirements, industry standards such as PAS 1192:2 /3, or the skills and training requirements of the end users, will undoubtedly cause delays, conflicts and additional costs ultimately resulting in disappointment in that technology.
Paul goes on to cover what a progressive approve to digital transformation looks like and how it can overcome that disappointment. Any change has to come from internal business goals and how digital transformation can support those goals. You should then ensure you have the right people with the right knowledge and skills in place to drive that change and define the business processes that will support the right technology. Equal time and funding should be invested in people, processes and technology.
Thanks to Paul for sharing his expert knowledge on how to successfully achieve sustained success at digital transformation.
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