The Construction Alliance blog
Wednesday, 18 December 2013
Construction 2025 - Our Survival in Our Hands
what makes this improvement strategy so different to other industry actions
plans like the Latham and Egan initiatives and, what is its relevance to us in
our individual companies?
Construction 2025 is quite different to what has come
before. It sets out far-reaching ambitions on sustainability, efficiency, and
international growth. Its ethos, culture and delivery approach are
this is the first time we’ve seen a joint government and industry strategy for
growth. Both private sector and central government recognise the challenges
ahead of us and that any solution requires a joint and collaborative response.
It’s also the
first time we’ve had a Leadership Council driving the strategy. Past strategies
have been left to single organisations to promote and there has been no
coordinated approach to embedding new ideas or creating a focus.
And this is
the first time an eminent report has been published at the bottom of the
economic cycle when organisations are desperately looking for answers to
problems within the environments in which they operate which they are
struggling to solve. This recession has also reduced many companies’ capacity
making it difficult for them solve these problems without external and coordinated
Pressures forcing industry change
enormous changes unfolding in our current business environment which we can’t
control or direct, and we are only just beginning to recognise their implications.
These include the way people value our services and what they expect from us. Education
and skills are changing too – we need new skills-sets and expertise within our
teams to stay competitive.
communications are changing at lightning speed. Our managers must deal with
significantly more information and make faster decisions. Construction
practices too are different to what they were just a few years ago. There is a
greater drive for buildings to be more sustainable and energy efficient and to
deliver better acoustic and thermal performance. We now work within tighter
financial constraints, from the banks and HMRC.
The general all-round tolerances in which our businesses operate are
know that in my own regional business we are facing a hugely competitive and
rapidly changing environment and that our only solutions (and working harder
and longer is not one of them) involve working smarter. Smarter for us covers a
range of initiatives: it means working
with our suppliers to provide our customers with better value. It means working
with our people to give them the knowledge and skills to plan better and innovate
and implement new ideas and processes. It means trying to find the next
generation of managers and operatives that our business needs to succeed. We do
this by organising our own school visits and work experience programme, and by trying
to retain a high level of trainees and apprentices.
Construction 2025 is a strategy for our industry, but
its strength lies in the fact that organisations can use it to identify the
actions that they need to take to survive and succeed, and the necessary commercial
strategies such as BIM and fairness in supply chain payments they need to
embrace to give them competitive advantage.
of the most important themes of Construction
2025 is collaboration. This is vital within supply chains if we are to
maximise innovation in both processes and products. Collaboration will be
essential between our organisations that represent our individual sectors if we
are to improve our industry image and tackle longer-term issues such as clarity
in the demand for our skills and enforcing common standards throughout the
our industry is to deliver its strategy then individual organisations will need
to identify this call to arms. They will need to mobilise their teams to work
towards the objectives laid out in Construction
2025 and they will need to recognise that to do nothing will be tantamount
to commercial suicide. They must support the forums and organisations that
promote collaboration as not only many of the long- term sustainable answers
can only come from these groups, but these organisations are well placed to
support their members through the changes ahead. All this and more will need to
be done in the interest of creating long term profits for our own companies and
the industry as a whole.
Mark Wakeford, Construction Alliance
posted by The Construction Alliance : 11:17
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