How can businesses ensure that new construction technology is successfully implemented, and what pitfalls could companies face in the process? Here to offer advice on how firms can ensure a smooth transition, Ibrahim Imam of construction management platform PlanRadar, explains why a people-first approach should always be a top priority
The rate of uptake for digital construction technology in recent years has been impressive to say the least. Despite a slow start, outside influences, including the pandemic, have created a need for remote working, encouraging the growth of digitisation even further.
For many companies, this has led to a structural rethink of their digital strategies: what’s working, what isn’t and how they can improve business performance and data capture.
Despite good intentions, companies often overlook the subtle process which underpins the introduction of new construction technology and programmes, which can ultimately affect successful integration. If rollouts are rushed or badly communicated, it can be time and money wasted whilst impacting the future prospects of further digital developments within a company.
However, with the right strategy and tactics in place, it’s possible to achieve a scenario which boosts business performance, streamlines day-to-day functions and creates a holistic digital record of valuable data.
Overcoming obstacles in digital adoption
Despite considerable recent progress, the sector still has a long journey ahead in terms of digital adoption, especially when compared with other leading industries such as manufacturing and aviation.
In the past, one of the main barriers has been the considerable financial investment required to introduce new construction technology systems and the limitation to just a few suppliers to deliver the goods. The training was also expensive, long-winded and sometimes required a complete system overhaul of existing working practices.
Yet the rate of innovation, particularly in the ConTech niche, means that’s no longer the case. Companies can now dip their toe in the digital water before making a more significant financial commitment, introducing new systems project by project or use case by use case, spreading the overall cost of implementation.
An ageing workforce can also be a hindering factor. Many construction professionals of an older generation are ‘hands-on’ workers, preferring tried and tested analogue approaches. Naturally, younger workers bring new working methods and expect emerging technology to support their work. In construction, perhaps due to a skills shortage, this hasn’t happened at the pace expected or required.
Considering your digital needs
Thankfully, times have changed, and an influx of powerful software and hardware means trying new tools or programmes with minimal risk is easier than ever. That doesn’t mean it’s any less important for companies to recognise what construction technology their business needs and develop a robust digital strategy before investing.
For example, many companies are turning to platforms or programmes that can work with or alongside existing technology. ‘Interoperability’ has now become a key driver, helping to consolidate reporting systems, and deliver richer, more thorough data, which can help identify flaws or successes in business performance and save time. Although these are likely areas of benefit for most businesses, it’s important to establish this goal upfront to get the most from your tech offering.
Adopting this thought process also reduces the chance of introducing change ‘for the sake of change’. Understandably, many companies feel the pressure to jump on the digital bandwagon. Whilst there’s certainly a myriad of advantages to be gained, some initial research and trialling of tech will help you narrow your search to isolate what’s best for your business in the context of its specific technological legacy.
The need for a digital culture
Adopting new construction technology will be more successful if clear goals are communicated to a workforce, and it needs to come from the top and bottom of the business. So it’s also crucial that first introductions are handled correctly, particularly within construction, where there may be some apprehension around working digitally. Senior management should also consider the messages workers receive about future job security, particularly for some administrative roles.
A way to handle this is through a ‘slow and soft’ approach. As mentioned, companies now have the luxury of starting small, allowing workforces to get used to the idea and experiment with the tool or programme so that they can see the benefits for themselves.
An advantage of many of today’s tools or platforms is how easily they can be picked up, requiring little in the way of training. Often, they can be downloaded onto existing hardware, such as phones or tablets, which workers are already familiar with. If it’s well-received, it then opens the door for a wider expansion throughout different areas of the business.
By taking a combined ‘top-down, ground-up’ approach, it creates a much more organic process, allowing older or more hesitant members of the workforce to see that construction technology can improve the efficiency of their day-to-day functions rather than hindering it.
The importance of harnessing digital skills
It’s important not to downplay the hesitation around adopting new construction technology, particularly from older workforce members.
A recent study found that 53% of those over-60s learning a new device find it more stressful than going to the dentist. However, that isn’t to say that there isn’t an appetite for learning skills – another study found that 90 per cent of workers consider training vital to their careers. Training also seems to be popular with workers aged 55 and over, with 90 per cent agreeing or strongly agreeing there was a link between regular training and content workforces.
Again, this highlights the need for a seamless digital transition. Management must be careful not to alienate this crucial part of their workforce, particularly those who have built the skills and know-how and are vital to the successful onboarding of the next generation.
Going ‘phygital’
With this in mind, certain design elements can also promote a successful digital uptake. For example, the rise of ‘phygital’ tools, those that bridge the gap between the digital and physical world are becoming particularly popular, due to their ease of use which suit a practical, hands-on audience. It means it’s possible to replicate familiar day-to-day paperwork, such as worksheets and key documents, including site diaries or health and safety audits.
Ultimately, companies that recognise the importance of a people-first approach will have the highest success rate. Listening to feedback from staff and being patient with those less familiar with construction technology will show a willingness to make it work.
A considered approach will make a workforce more receptive, bringing benefits to all involved. Importantly, it will also help attract younger talent to the sector and those looking to work for the forward-thinking construction firms of tomorrow.
