Construction data is wasted because most companies use it wrongly. They pile it up, then don’t know what to do with it. Instead, it should be treated like a bespoke suit – designed for you and your needs, writes Ed Griffiths, Barbour ABI’s head of business and client analytics
In an ideal world, ours would be an industry that ran on precision and fine margins but, as we all know, there is nothing precise about construction.
Even small inaccuracies can trigger big problems for any project. So why would it be any different with one of the most powerful tools available: data.
Focusing on quantity rather than precision is asking for trouble so instead think bespoke, not off the peg. Many firms buy datasets because they’re big, not because they fit. They subscribe to platforms for access, not understanding. And they end up drowning in information that’s too baggy, too generic or too rigid to be useful.
Good construction data should be like a bespoke suit. It doesn’t come with excess fabric. It fits your shape. It reflects what you’re building, where you’re operating, how you work and,
crucially, it can be adjusted as you grow, adapt or shift focus.
Our sector doesn’t suffer from a lack of data. Quite the opposite. A typical Tier 1 contractor might operate with dozens of software systems, each generating reports, dashboards, updates and alerts. But without structure or context, this becomes clutter rather than insight. Like a badly cut jacket, it hangs awkwardly and restricts movement.
We’ve seen the consequences when that poor fit goes uncorrected.
Smart companies ask the right questions
Take Crossrail. An ambitious, complex project delivered by world-class teams yet undermined by fragmented digital systems and poor integration of project data.
Despite extensive reporting processes, decision-makers lacked unified insight into progress. Information was spread across contractors and platforms, making it difficult to identify issues early.
As the National Audit Office noted: “Crossrail Ltd did not appreciate how complex it would be to bring together all of the separate systems and assets…” The result: delays, a cost rise to £19bn, and an opening more than three years late.
Then there’s Carillion. When the construction and outsourcing giant collapsed in January 2018, investigations found executives were making decisions based on incomplete and overly optimistic data.
The company lacked a clear view of contract performance, risk and cash flow. Despite internal warnings, the board reported a position of strength.
As parliament’s joint inquiry concluded: “The board lacked the expertise to ask the right questions and failed to obtain accurate and clear information on the company’s performance.”
By the time the full picture emerged, it was too late.
The right construction data, shaped to commercial needs
These aren’t stories of businesses that had no data. They’re stories of businesses not engaging with it properly.
That’s why the smartest companies treat data as something that needs tailoring. They start by asking the right questions: Which sectors are we really targeting? What types of projects will drive revenue in the next two quarters? Which clients are a good strategic match, and which aren’t?
At Barbour ABI, we see this play out every day. Our platform houses tens of thousands of live construction projects but it’s how that data is filtered, refined and applied that determines its value. Our clients don’t succeed by using more data, they succeed by using the right data. Shaped to their commercial goals.
One standout example is Poly-Pac, a specialist manufacturer of polycarbonate roof lights and glazing systems. Rather than chasing every opportunity, they worked with our team to focus on early-stage leads in their sweet spot – targeting specifiers and contractors most
aligned to their strengths.
The results were striking: turnover trebled, their network of architectural contacts expanded tenfold and they delivered CPDs to over 300 design professionals. That’s the power of tailored intelligence.
Effective firms interrogate their data
But even the best suit doesn’t stay perfect forever; it needs occasional adjustment. And so does a good data strategy.
A business that once thrived on public sector new builds might pivot to refurbishment as regulations change. A supplier focused on housing might spot new opportunities in logistics or healthcare. Your data must be able to flex with you, not hold you back.
That’s where off-the-peg solutions start to unravel. What looked like a bargain at the outset becomes expensive when it can’t evolve. Businesses stuck with generic, one-size-fits-all data often find themselves reacting too slowly or chasing the wrong work entirely.
The most effective firms don’t just consume data, they interrogate it. They view it not as a static resource but as a dialogue between what’s out there and what they need. They question the cut. They test the fit. They make changes as the market shifts. Data-driven questions and decisions, data-driven answers.
And in a sector facing major structural change – from decarbonisation and digital transformation to planning reform and inflation – that kind of agility isn’t a luxury. It’s a necessity.
Here at Barbour ABI, we make sure we have the most up-to-date information for companies in every sector of our industry and we are proud of our ability to tailor it to individual companies’ needs.
We often hear metaphors in construction about golden threads, strong foundations and building blocks. But data is different. Its value lies not in what you can see or measure but in how well it aligns with your strategy. It’s not about quantity, it’s about clarity. Not just access, but application.
Because in this business – as in tailoring – the smartest move isn’t to wear what everyone else is wearing. It’s to wear what suits you.
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