Change - paint the wall
[Posted in LinkedIn on September 11, 2016]
You have become bored with the bland off white walls in your dining room. They were good a while ago, but it is time for a more dynamic approach. A bold colour is required. The decision is made. Well half made. In the dim and distant past it was said that the average UK family consists of 2.4 children. There was even a TV programme about it. So let's assume that average family of 2 adults and 2.4 children. That's 4.4 stakeholders which need to be considered and consulted about that mythical decision that you thought you had made. Admittedly some have less voting rights than others. You may get a goo gaa out of one and an uh out of another. Interesting observation there, that the baby uses two syllables whilst the grumpy monosyllabic teenager only manages one. Anyway, the family has now been consulted and engaged and change is agreed. The next few weeks are spent on discussing colour and planning. Are there any other interested parties. People who can offer worthwhile input, or perhaps friends whose opinions you value. Thursday before the painting weekend Jane, a friend was on the phone. A sudden thought, "Jane's boyfriend is an interior designer' isn't he?" "That's what the call was about, they've broken up." "No, you can't still phone him!" Chalked up as a missed stakeholder involvement. On to the painting. It is done, stand back and admire the work. Do you both like it? And the children? Other stakeholders?
Change has been achieved without too much drama. The 2 + 2.4 are content. A good outcome. Even if it was not liked, it is easy to pick another colour and change again without too much trouble. Do you still like it after three months?
Next change, the bathroom
With one success under my belt it is time to attempt another change. The bathroom refit this time. A bit more ambitious than painting a room. Is it to be DIY, a bit of specialist contractor management or just get a bathroom contractor in to do it all. You all know how this goes by now. Consultation, stakeholders, skills, involvement, management, risk assessment, outcomes, probability of success. The bathroom is a bigger project with bigger impact on the people involved.
Having considered these two very simple, relatively uncomplicated change projects, with few impacted people involved, let us consider a change programme on a different scale. BIM implementation within one company.
BIM implementation
Here, let us forget everything and anything we though about change. About the two experiences above.
BIM is only about technology. BIM is only about process. BIM is only about codification or lexicon. BIM is only about information. BIM is only about 3D, and is only for CAD. There is no need to think about change, that is not relevant. It is one of the above ONLYs. All you need is a Project Manager to keep the costs and techies in check. People will adapt and do as they are told.
Sorry to upset, and perhaps you don't want to read further, but if that fits you or your company, you are in for a big surprise. Let's hope it is not an extinction event. Sometime there will be a need to understand it is more than all of the ONLYs above put together. It is about people as well. It is about a fundamental change to the company which must managed very carefully. It is the biggest cultural change programme you are likely to undertake in the decade. You may have to review your business model at the same time. Don't worry about it though, it does not all have to start or be delivered all at the same time. The main thing is to understand the challenge and the implications. That is the fundamental differentiation between success and failure. Good outcomes, and less good. Change is around us all of the time, and always has been. Embrace it, manage it, and prosper.
There are companies that are already prospering from their efforts, which is good for the industry. We have to think not just about company cultural change, but about sector, and industry total change, in its perspective, interactions, and relationships. It has to share information and ideas. It has to communicate better. It has to collaborate. The industry needs its own cultural change management programme that understands the challenges and the people issues. The negativity, the fear, the scepticism, the reluctance to change, and the uncertainty need to be heard, listened to, and resolved. Then we can help the industry move forward and change. Not because of any government mandate, or shareholder pressure asking why you are not adopting the change, or enterprise risk manager downgrading your annual report or company status, but because it makes sense. It makes sense to adopt BIM properly together with the rest of the digital revolution, in an integrated and coherent manner, whilst at the same time disjointed and fixing those things that can be fixed and deferring those that are in the too difficult box. Accepting that some legacy stuff is more difficult to change and update. Come back to those later. It the same way as come back to the Luddites latter. Big Bang change does not always work, but managed change is better than head in the sand. Think of the digital revolution, think of holistic BIM, think of any size, CAPEX, OPEX, TOTEX, asset management, operation, FM, demolition, design, survey, it all joins together as part of the change the industry has embarked on. Change is all around you. Join the ship and enjoy it. No, not a ship, more a flotilla of clients, surveyors, consultants, design houses, architects, engineers, main contractors, specialist contractors, sub-contractors, sub-subcontractors, of many layers, individual traders, BIM evangelists, BIM consultants, BIM software providers, and of course the workforce. The list appears endless, for big and small. There has to be a benefit path identified for all, and then plans developed for benefit realization for all.
According to the UK ONS CONSTRUCTION OUTPUT: VOLUME SEASONALLY ADJUSTED, the 2015 total for all work was £134,345m. That is a big number. For every 5% saving in efficiency the number is £6,717m. Lots of boats in the flotilla but the number is big enough to go around and give everyone a benefit, including the 2m plus workforce. This change is not just about money though, it also includes professional standing, community interfaces, relationships between companies and individuals, work life balance, health at work, and social fabric. It is big change, but well worth it.
Carrot ending, not stick.
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When I have spoken to Andrew he has always been passionate about it all joining up. Holistic BIM makes more sense than hollywood BIM and then add requirements management and systems engineering and you start to get whole solutions. When adopted by the chain, this can engender big change, and big savings / profits. Then you can start adding externals such as the internet of things and big data.