Is Construction Industry Ripe For Digital Disruption? · 2019. 4. 1. · Digital is reshaping every...
Transcript of Is Construction Industry Ripe For Digital Disruption? · 2019. 4. 1. · Digital is reshaping every...
© Inlumino Consulting, 2019 | 1© Inlumino Consulting, 2018 | 1
IIss CCoonnssttrruuccttiioonn IInndduussttrryy RRiippee FFoorr DDiiggiittaall DDiissrruuppttiioonn??
Jožek Gruškovnjak, MBAManaging Partner and Principal ConsultantInlumino Consulting GmbH inlumino
c o n s u l t i n g
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Does technology matter?
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Technology has thoroughly transformed manufacturing.
Industrial revolution Age of steam Age of steel
Age of oil and automobile
Age IT andthe Internet
Next technology revolutionDigital Age
1771 1830 1875 1907 1971 2020?
Source: Carlota Perez; World Economic Forum, BC,G,
Industry 1.0 Industry 2.0 Industry 3.0 Industry 4.0
First mechanical weaving loom1784
First assembly line1870
First programmable control logic1969
Digitalization - merging of real and virtual worlds, cyber-physical production systems
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5
10
15
20
25
# of
Em
ploy
ees
(milli
ons)
MMaannuuffaaccttuurriinngg –– JJoobbss vvss.. PPrroodduuccttiioonn(1972 – 2018)
Manufacturing - All Employees
1970 1980 1990 2000 2010
25% less employees
Where have the manufacturing jobs gone?Source: FRED Economic Data, Inlumino analysis
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0
20
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60
80
100
120
5
10
15
20
25
Indu
stria
l Pro
duct
ion
–M
anuf
actu
ring
(201
2 =
100)
# of
Em
ploy
ees
(milli
ons)
MMaannuuffaaccttuurriinngg –– JJoobbss vvss.. PPrroodduuccttiioonn(1972 – 2018)
Manufacturing - All Employees
Industrial Production - Manufacturing
1970 1980 1990 2000 2010
Technology in the form of automationdrove U.S. manufacturing productivity in the last 50 years.
25% less employees
2.9 x increase in production
Source: FRED Economic Data, Inlumino analysis© Inlumino Consulting, 2019 | 6
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Technology helps us do more, with less resources and in less time…
… and sometimes instigates dramatic societal change.
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Construction labor productivity has not kept pace with overall economic productivity growth.
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100
150
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1996
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Labor productivity gross value added per hour worked, constant prices, index: 100 - 1996
ManufacturingGermany
ConstructionGermany
Total economyGermany
Average growth rates:Germany
Total economy 1.4%
Manufacturing 2.5%
Construction 0.4%
Source: OECD.Stat statistics database, Inlumino analysis
PPrroodduuccttiivviittyy –– CCoonnssttrruuccttiioonn vvss.. MMaannuuffaaccttuurriinngg vvss.. TToottaall EEccoonnoommyy
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Construction labor productivity has not kept pace with overall economic productivity growth, and the gap is even wider in Slovenia.
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Labor productivity gross value added per hour worked, constant prices, index: 100 - 1996
ManufacturingGermany
ConstructionGermany
ManufacturingSlovenia
ConstructionSlovenia
Total economySlovenia
Total economyGermany
Average growth rates:Germany Slovenia
Total economy 1.4% 2.6%
Manufacturing 2.5% 4.8%
Construction 0.4% 0.5%
Source: OECD.Stat statistics database, Inlumino analysis
PPrroodduuccttiivviittyy –– CCoonnssttrruuccttiioonn vvss.. MMaannuuffaaccttuurriinngg vvss.. TToottaall EEccoonnoommyy
© Inlumino Consulting, 2019 | 10© Inlumino Consulting, 2019 | 10Background photo: Michael Molloy Photography
INTERNAL CHALLENGES EXTERNAL CHALLENGES
Poor project management and execution basics Increasing project and site complexities
Industry underinvests in digitization, innovation, and capital
Extensive regulation, land fragmentation, and the cyclical nature of public investment
Design processes and investment are inadequate
Informality and potential for corruption distort the market
IT budgets significantly below cross-industry average
Construction is opaque and highly fragmented
Unsophisticated supply chain practices Contractual structures and incentives are misaligned
Insufficiently skilled labor at frontline and supervisory levels
Bespoke or suboptimal owner requirements
Poor performance management Usually low level of sophistication of smaller construction firms - subcontractors
The productivity squeeze –multiple challenges are the cause of low productivity of construction industry.
Prod
uctiv
ity
Source: McKinsey, IBCG, Inlumino analysis
© Inlumino Consulting, 2019 | 11© Inlumino Consulting, 2019 | 11Background photo: Michael Molloy Photography
Taking everything into account, construction industry is ripe for disruption…
Large capital projects typically take
20% longer to finish...
… and are up to
80% over the budget.
R&D spending in construction runs
well behind other industries
Construction Automotive Aerospace
< 1% 3.5% 4.5%
Source: McKinsey
© Inlumino Consulting, 2019 | 12© Inlumino Consulting, 2019 | 12Background photo: Michael Molloy Photography
“ In the 32 years I’ve been in construction, this is the first time that technology is ahead of what we do. It has accelerated at a pace I have never seen… There is technology that can operate machines unmanned. Figuring out how to make technology work, in stride with our employees and partners is paramount for us a a business.”
— Global head of operations, multinational construction company
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Digital is the representation of physical items or activities through binary code. When used as an adjective, it describes the dominant use of the latest digital technologies to improve organizational processes, improve interactions between people, organizations and things, or make new business models possible.
Process
Things
People
Data
Business
Mobile
Physical
Home
Digital
People-to-People(P2P)
Machine-to-Machine(M2M)
People-to-Machine(P2M)
Source: Cisco IBSG, Gartner IT Glossary
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© Inluceo Consulting, 201615
Digital is reshaping every aspect of modern enterprise, causing major
disruptionin almost every industry.
Risk Optimization
Product and Service
Innovation
Distribution, Marketing and Sales
Digital Fulfillment
Enhanced Corporate
Control
Customer Experience
Decision Making
based on big data & advanced
analytics
Connectivitywith customers, colleagues and suppliers
Automationof manual
activity, replacing labor with
technology
Innovationof products, business models and operating models
§ Seamless multichannel experience§ Wherever, whenever service propositions
§ New digital products and services
§ Co-creation of new products and services
§ Improved real-time management information systems and decision making
§ Seamless integration into third parties
§ Improved targeting with customer insights
§ Embedded / automated controls and risk profiling
§ Full straight-through processing and automatic provisioning
§ Virtual servicing and administration
§ Digital marketing with higher ROI
§ Digital augmentation of traditional channels
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Internet of Things
Mobile
Autonomous Things / Robotics
Augmented and Virtual
Reality
…
Cloud Computing
Cyber Security
Blockchain
Artificial Intelligence
Big Data / Analytics
Illustrative, non exhaustive
Building Information Modelling
Intelligent Constructionand Robotics
Our digitalworld is enabled and continuously expanded by technologies(a non-exhaustive list…)
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Internet of Things – IoT – was generating a lot of excitement in the past few years.
Sources: IDC
Internet of Thingsnoun phraseDefinition of Internet of Things
: the networking capability that allows information to be sent to and received from objects and devices (such as fixtures and kitchen appliances) using the Internet
Source: Merriam-Webster Dictionary
Devices
Native
5G
LPWA
LTE/M
SigFox
Connectivity
Platform
EnterpriseSystems
Application
IoT
Sensors
Amazon IOT IBM Bluemix
Major focus of investment – $745B in 2019 (15.4% growth over 2018)
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Preventive / predictive equipment maintenance
Construction tools and equipment tracking
Remote operation
Quality control
Material / supplies tracking
Continuous remote site monitoring
Employee tracking and monitoring (safety)
…
Consumer IoT
Phones, wearables, health & fitness, connected home,
connected car, …
Industrial IoT
Manufacturing, supply chains, utilities, transportation, natural
resources, oil & gas, …
Commercial IoT
Healthcare, smart buildings, smart cities, retail, agriculture,
energy, automotive telematics,
…Connected Car
Connected Industry
Connected Health
Connected Home
Connected Living & Working
A myriad of applications in the IoT realm…
Sources: McKinsey, Machina Research, Inlumino Consulting analysis
Connected Cities
Connected Construction
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Consumer IoT
Phones, wearables, health & fitness, connected home,
connected car, …
Industrial IoT
Manufacturing, supply chains, utilities, transportation, natural
resources, oil & gas, …
Commercial IoT
Healthcare, smart buildings, smart cities, retail, agriculture,
energy, automotive telematics,
…Connected Car
Connected Industry
Connected Health
Connected Cities
Connected Home
Connected Living & Working
A myriad of applications in the IoT realm, with tremendous potential to generate economic value.
1.2
0.9
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0.4
0.6
0.2
0.20.2 0.1
4.03.7
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1.6
1.2
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0.90.7 0.3 0.2 11.2
Factory City Humanbody
Retail Outside Worksite Cars Home Office Total
Sources: McKinsey, Machina Research, Inlumino Consulting analysis
Potential economic value that IoT can generate is from $4 to $11 trillion by 2025Potential economic impact by segment
Connected Construction
© Inlumino Consulting, 2019 | 20© Inlumino Consulting, 2019 | 20
Source: “Accenture, PWC
The Term
Artificial Intelligence Encompasses many Different Technologies and Capabilities
Sense Think ActAbility to see, hear, speak, smell, feel, understand gestures, interface with your brain
Moving from automatedintelligence toaugmentedintelligence.
AI is equaling or surpassing humans in a number of other activities – playing games, driving cars, recommendations (movies, books, finance, research) etc.
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artificial intelligencenounDefinition of artificial intelligence1: a branch of computer science dealing with the simulation of intelligent behavior in computers2: the capability of a machine to imitate intelligent human behaviorSource: Merriam-Webster
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AI and other analytical tools have potential to create major economic impact across industries, functions and business problems…
Marketing and salesup to $2.6 trillion
Suplly-chain management and
manufacturing
up to $2.6 trillion
0.2
0.1
0.10.1
Up to 0.4
0.2Risk
Service operations
Other operations
Finance and IT
Product development
HR
Strategy and corporate finance (<0.1)
AI in construction Source: McKinsey
Project schedule optimizers
Image recognition and classification
Enhanced analytics
Supply chain optimization Outcomes prediction for
constructability issues
Machine learning for quality control and claims management
Continuous design optimization
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Robots are taking over our jobs!Not really, but their impact will be significant.
DECREASING COST OF AUTOMATION
INCREASING VARIETY, SIZE RANGE AND CAPABILITIES OF ROBOTS
Index of average robot prices and labor compensation in manufacturing in the United States.1990 = 100%
Sources: EIU; IMB; Institut für Arbeitsmarkt- und Berufsforschung; International Robot Federation US Social Security data; McKinsey analysis
1%8%
18%26%
34%42%
51%62%
73%
91%100%
100 > 90 > 80 > 70 > 60 > 50 > 40 > 30 > 20 > 10 > 0
About 60% of occupations have at least 30% oftheir activities thatare automatable.
HIGHEST POTENTIAL81% predictable physical
activities69% processing data64% collecting fata
TECHNICAL AUTIMATION POTENTIAL
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Rob
otic
s in
con
stru
ctio
n–
the
revo
lutio
n is
just
beg
inni
ng…
Brick laying robots
Autonomous vehicles, loaders, etc. Fully autonomous robots
Exoskeletons, intelligent tools, etc.
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Don’t kickthe robots…
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inluminoc o n s u l t i n g
inluminoc o n s u l t i n g
…they may remember.
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BBuuiillddiinngg
IInnffoorrmmaattiioonn
MMooddeelliinnggRenovation
Programming
Conceptual DesignDetailed Design
Analysis
Documentation
Fabrication
Construction
Construction LogisticsOperations & MaintenanceDemolition
Building Information Management systems became a cornerstone entire construction life-cycle.
“Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition ”
NBIMS-US, 2016
© Inlumino Consulting, 2019 | 28© Inlumino Consulting, 2019 | 28
Taking BIM a step further –a multidimensional (cloud based) integration platform…
Multi-dimensional
BIM
3D
4D
5D6D
7D
3D model§ Geometry§ Spatial data§ Specifications§ Aesthetics§ Thermal properties§ Acoustic properties§ …
4D – Scheduling§ Project planning simulation§ Lean scheduling§ Visual validation for
payment approval…
5D – Budgeting§ Elements of 3D model are
used to develop budget and linked to cost heads
6D – Sustainability§ Energy analysis§ Sustainable elements
tracking§ LEED tracking
7D – Facility Management Applications
§ Life-cycle BIM Model§ BIM As-Builts§ COBie data
population and extraction
§ …
… leading to connected everything: customer, worksite, supply chain, etc.
© Inlumino Consulting, 2019 | 30© Inlumino Consulting, 2019 | 30
Planning Design & Engineering Construction Operations & Maintenance
Life-cycle Integration
User interfaces and applications
Digital / physicalIntegration layer
Equipment and sensors
Source: BCG, McKinsey, Inlumino analysis
Software platform and
control
Simulation and virtual reality Mobile interfaces and augmented reality
Big data and analytics
Cybersecurity
Additive manufacturing
3D scanning
Intelligent construction equipment and robotics
Drones (unmanned areal vehicles) Embedded sensors
Building information management – cloud based
Ubiquitous connectivity and tracking
Blockchain – smart contracts
Tech
no
log
y inte
gra
tion
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Planning Design & Engineering Construction Operations & Maintenance
Life-cycle Integration
User interfaces and applications
Digital / physicalIntegration layer
Equipment and sensors
Software platform and
control
Simulation and virtual reality Mobile interfaces and augmented reality
Big data and analytics
Additive manufacturing
3D scanning
Intelligent construction equipment and robotics
Drones (unmanned areal vehicles) Embedded sensors
Building information management – cloud based
Ubiquitous connectivity and tracking
Blockchain – smart contractsBenefits of BIM enabled
processes
Conflict detection and risk mitigation
High level of customizationand flexibility
Optimization of scheduling
and costs
Coordination and
collaboration
Easy maintenance of building life-cycle
Faster drafting
without loss of quality
Improved, lower cost
sales process
Reduced sourcing
costs
,,,
38%
40%
31%
36%
59%
47%
32%
34%
46%
43%
60%
65%
36%
38%
35%
37%
44%
55%
Improved review and approvalcycles
Better performing completedinfrastructure
Prefabrication of larger, morecomplex parts
Lower risk and better predictabilityof outcomes
Improved overall project quality
Reduced conflicts and changeduring construction
A/E Firms Contractors OwnersSource: “McGraw-Hill Construction
BIM BENEFITS
“By applying the right technologies in the right way, companies can not only reduce the asset’s construction time and while life-cycle costs but also enhance the quality of processes and improve safety, working conditions and sustainability.”
— Boston Consulting Group
© Inlumino Consulting, 2019 | 34© Inlumino Consulting, 2019 | 34
Case Study(initial parameters) Core Levers Impact on Life-cycle Costs1
(millions USD)
Verti
cal
Con
stru
ctio
n
Office building:§ 5 stories§ 10,000 m2
§ 30-year life cycle§ 14 months to build
§ BIM throughout the lifecycle§ Data-driven construction
planning and lean execution§ Rigorous construction
monitoring and surveillance
Infra
stru
ctur
e co
nstru
ctio
nHighway:§ 100 km (62 miles)§ 4 bridges§ 35-year life cycle§ 42 months to build
§ BIM throughout the life-cycle
§ Automated and autonomous construction
§ Condition monitoring and predictive maintenance
Indu
stria
l C
onst
ruct
ion
Power plant:§ Combined-cycle gas turbine
plant§ 25-year life cycle§ 20 months to build
§ BIM throughout the -lifecycle
§ Data-driven construction planning and lean execution
§ Smart and efficient operations and maintenance
Studies show that application of digitalization in construction can have significant economic impact.
49
41
±0% -12% -18%
-15%
285
240
±0% -19% -10%
-16%
540
476
-5% -14% -10%
-12%
◼ Design and engineering ◼ Construction ◼ Operations and maintenance
DIGITAL TECHNOLOGIES SIGNIFICANTLY REDUCE LIFE-CYCLE COSTS
Source: BCG
1 Life-cycle cost is shown as inflation adjusted net present value. The cost of equipment (e.g. gas turbines in the power plant) and of non –building related operations (e.g. fuel for the gas turbines) is excluded.
© Inlumino Consulting, 2019 | 35© Inlumino Consulting, 2019 | 35Background photo: Michael Molloy Photography
Why do digitalization of construction industry and resulting productivity improvements matter?
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Low productivity hurts as constructionrepresents an important factor in both world and Slovenian economies…
6% of global GDP5% in developed countries8% developing countries
100+ million employed globally
$15 trillion estimated revenues in 2015 globally
4.8% of Slovenian GDP
6.6% of working population or
≈ 56.000 employees
Sources: McKinsey, World Bank WDI, Statistical Office of the Republic of Slovenia
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... so, improving productivity and overall effectiveness could have a major economic impact.
Boston Consulting GroupDigital transformation in engineering and construction could reduce annual costs by more than 1 trillion USD in 2025.
0.7 to 1.2 trillion USD (13% to 21%)annual savings on design, engineering
and construction in 2025
0.3 to 0.5 trillion USD (10 %to 17%)Annual savings on operations in 2025
McKinsey & Co.
Cumula tive impact
Capability bu ilding
Technology
On-site execution
Procurement and supply chainmanagement
Design and engineering
Collaboration and contracting
Regulation Enabler
8–9
8–10
7–8
6–10
14–15
5–7
48–60
POTENTIAL PRODUCTIVITY IMPROVEMENTfrom implementation of best practices – impact in %
6–7
7–10
3–5
4–5
4–6
3–5
27-38
COST SAVINGS
%
50 – 60%productivity boost
27 – 38% potential cost savings
If construction productivity were to catch up with the total economy, the industry's value added could rise by $1.6 trillion a year(meeting 50% of world’s infrastructure needs or boost global GDP by 2%).
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If 87% of business executives expect to be disrupted1 by digital, how come less then half are preparing adequately?
1 Source: MIT Sloan Management Review, 2018; 451 Research Voice of the Enterprise Digital Pulse, Budgets & Outlook, 2018
11%
59%
33%
28%
23%
9%
25%
3%
8%
87% anticipate disruption
Great extent Moderate extent
Small extent
Not al all
Strongly agree
Organization is adequately preparing for disruptions projected to occur in
my industry due to digital trends.
To what extent do you believe that digital technologies will disrupt your industry?
Agree Neither agree or disagree
Disagree Strongly disagree
44% are preparing adequately
Execution39%
Evaluation31%
`Consideration21%
No strategy9%
When it comes to digital
transformation, more businesses are laggards
than leaders.
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Assets Usage Labor
Sector Ove
rall
digi
taliz
atio
n
Digi
tal
spen
ding
Digi
tal a
sset
st
ock
Tran
sact
ions
Inte
ract
ions
Busin
ess
proc
esse
s
Mar
ket
Mak
ing
Digi
tal
spen
ding
on
wor
kers
Digi
tal c
apita
l de
epen
ing
Digi
taliz
atio
n of
wor
k
ICTMedia
Professional servicesFinance and insurance
Wholesale tradeAdvanced manufacturing
Oil and gasUtilities
Chemicals and pharmaceuticals
Basic goods manufacturingMining
…
Personnel and local servicesGovernment
HealthcareHospitality
ConstructionAgriculture and hunting
Relatively low digitalization
Relatively high digitalization
McKinsey Global Institute industry digitization index; 2015 or latest available dataUnfortunately the construction industry is among the least digitalized.
Sources: McKinsey
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0.4%
16.7%
19.1%
20.3%
36.9%
46.0%
54.2%
64.6%
Other
Decline in business performance
New standards in regulatory andcompliance
Lack of expertise, literacy andunderstanding of digital trends
Proactive investment to fightdisruption
Growth opportunities in newmarkets
Increased competitive pressure
Evolving customer and employeebehaviors and preferences
4.2%
6.1%
10.6%
19.7%
23.7%
24.6%
30.1%
30.5%
30.5%
30.9%
31.4%
Respondents have notexperienced any of these…
No leadership driving efforts
Lack of data or ROI to justifyvalue of digital transformation
No sense of urgency
Human barriers (e.g. politics,egos, sabotaging, fear)
Legal, risk management, and/orcompliance concerns
Lack of staff resources
Company Culture
Lack of budget
Digital transformation is viewed asa cost center
Low digital literacy or expertiseamong employees and leadership
Source: Altimeter Digital Strategist Survey, August 2017
KEY DRIVERS OF DIGITAL TRANSFORMATION TOP CHALLENGES FOR DIGITAL TRANSFORMATION
While drivers and potential benefits are clear, digital transformation is not easy…
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inluminoc o n s u l t i n g
inluminoc o n s u l t i n g
Smart SensorsAnalytics
Cloud
Big Data
Omnichannel Experience
Business skills, competencies and mindset
Data strategy
Compliance and risk
management
Funding and incentives
Business models
Operating model
Organization’s clock speed
Business and technology architecture
Value Impact of Technology
ChangeX
Value Impact of Technology
Change15X
While technology is an important enabler, digital transformation requires enterprise change not just technology change.
It is about rethinkingstrategy, culture, talent, operating models andprocesses.
67% of business leaders’ questions relate to technologies
33% of business leaders’ questions relate to enterprise changes
Source: Gartner, Inlumino Consulting analysis
© Inlumino Consulting, 2019 | 42
So what should leadersfocus on?
© Inlumino Consulting, 2019 | 43
To succeed in digitalization organizations must get right the five critical areas…
Digital Strategy – end-to-end evaluation of digital opportunities and their alignment with overall strategy.1
Operating Model – new infrastructure needed to execute: talent, skills, processes, governance, organization, partnerships, …2
Technology Architecture – scalable and expandable core intelligent architecture, making intelligent use of data, software and cloud base capabilities.
Portfolio Approach – outcome driven approach to investments managing both short and long term objectives.4
5Value Measurement – the value case for solutions should be defined upfront and results should be tracked closely and shared, so the future projects can deliver additional value to the organization.
3
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“ Other industries have shown that first movers can build a sustainable competitive advantage. In the construction sector, this is also likely to be the case. Over the next decade, these winners of tomorrow will take the lead in technology innovation and digitization. Resisting change is no longer an option.”
McKinsey & Company
© Inlumino Consulting, 2019 | 45
“Be strong to stand alone, smart enough to know when you need help and brave enough to ask for it.”
− Multiple authors cited
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Thank you!