Le mie ricette per la real estate communityIl complesso Report ( 168 pagine) analizza lo stato dell’arte del settore edilizio a livello globale, individuando gli ambiti di intervento che potrebbero portare a un incremento della produttività del 50-60%.
Ecco qui sotto alcune conclusioni:
Where and how might disruption play out in the construction industry?
Today the industry is in deadlock. Owners should be the main beneficiaries of a move to a
more productive model but tend to be risk-averse and inexperienced; they need productive
contractors that they can trust and that provide them with choice, high quality, and low
prices—at scale—before they can change procurement practices and build capabilities
for a new paradigm. Many contractors stand to lose revenue and margin from moving to
productivity-based competition unless owners and the broader industry environment move,
too. A shift to productivity-based competition is only likely to be attractive if contractors
can build the scale (and repeatability) needed to drive cost efficiencies from productivity
gains that outweigh revenue losses from lower price points and fewer customer claims, and
provide payback on up-front and ongoing investments in technology or skill building.
Individual players face a critical strategic question—whether to continue with established
business practices or push for change. Even if they opt for the latter, making change happen
will require commitment from both owners and contractors.
But now four types of disruption—which have transformed the productivity of other
sectors—could help to break the deadlock and usher in a new era of higher productivity:
ƒ. Rising requirements and demand in terms of volume, time, cost, quality,
and sustainability
ƒ. Larger-scale players, more transparent markets, and disruptive new entrants
ƒ. More readily available new technologies, materials, and processes
ƒ. Rising wage rates and limits on migrant labor
These trends could mean that the potential downside from not moving to a more productive
model is more severe, and could increase the potential upside for those who move quickly.
The maturity of trends has varied from country to country, with differential impact both on
historical productivity growth and on the potential for an ecosystem that will drive future
improvements in productivity.
The four trends that we have discussed are likely to increase pressure on the industry
to change. The potential for change will also be defined by the regulatory environment
that supports it. To support productivity growth, regulators can mandate the use of
BIM to build transparency and collaboration across the industry; reshape regulations
to support productivity; create transparency on cost across the construction industry;
publish performance data on contractors; and consider labor interventions to ensure the
development of skills instead of relying heavily on a low-cost transient migrant workforce.
If industry players perceive their sector to be amenable to disruption, they need to take
account of not only the trends creating that potential disruption but also the regulatory
environment. Contractors can introduce a new operating system, invest in technology, and
develop a strategic approach. Owners of every type can drive change (although those in the
public sector tend to have the scale to drive the biggest impact). They can combine projects
into portfolios of work and pipelines of projects to drive cost savings and build scale; and
move away from bespoke design for each project.
Change may not be a distant prospect—there are signs of potential disruption in parts of
the global construction industry. The diagnostic is well known. Best practices already exist.
The potential of a mass-production system offers the chance of a dramatic step change in
productivity in some segments of the industry. But the question remains whether the various
players in the sector, which have different incentives and challenges, will indeed leave
behind the status quo and embrace change that will lead to higher productivity. Many are
already doing so; many others will need to follow if the global construction sector is to end
decades of inertia and transform itself as other industries have done.
Source : Company