Artificial intelligence can play a vital role in construction but it cannot replace strong planning and human expertise, writes Nick Gray, chief operating officer for the UK and Europe at Currie & Brown
Construction is at a turning point. Technology is being adopted more widely, but progress remains uneven. A recent RICS report shows that 43% of construction professionals still don’t use digital tools in core project functions. But that is beginning to shift. Artificial intelligence, automation and advanced analytics are now being used on live sites, shaping real decisions, in real time.
This shift could not be more timely. Currie & Brown’s global research suggests that up to $2.5 trillion in construction pipeline value could be lost in 2025 due to rising uncertainty. Within that disruption, a pattern is emerging. Construction leaders who are early adopters of AI are far more confident in meeting their construction project goals.
This is not about chasing trends but rather dealing with reality. Uncertainty has always been part of construction. But today, risks are moving faster. They cut across borders,
supply chains and sectors. Traditional delivery models are being stretched. The ability to adapt quickly, act with confidence and plan with precision is now essential for contractors, developers and programme owners.
Confidence grows with capability
In our recent report, Building Certainty in an Era of Relentless Change, we surveyed more than 1,000 senior decision-makers across the globe. Each respondent had direct responsibility for significant construction and infrastructure project pipelines.
The findings revealed widespread disruption. In the past year, 32% of projects were descoped. Nearly the same proportion were delayed. One in four was cancelled. On average, organisations reported a 13.7% loss in project pipeline value due to uncertainty, equating to more than $2bn.
But among organisations using AI, the picture is different. More than three-quarters of regular AI users said they were confident in delivering their projects. They were less likely to report significant financial losses due to uncertainty and less likely to cancel or de-scope projects.
What sets these organisations apart is not just the tools they use but how they think. They see uncertainty as something to manage, not something to work around. They test decisions before committing. They give their teams the freedom to act on new information.
Strategy must come before software
This mindset reflects a wider shift in how technology is being used. When built into the delivery process from the start, AI and data analytics can improve visibility, sharpen forecasts and support better decisions, both on site and across portfolios. But that only works when teams know how to extract and apply insights.
Ironically, the organisations facing the most disruption are often the least likely to invest in solutions. Nearly half of non-AI users said uncertainty had delayed their adoption of new tools. Only 31% of them believed AI could help manage that uncertainty. Among regular users, that figure rose to 65%.
Cost is often mentioned as a barrier. But in reality, cultural factors are just as common. Many firms face resistance from legacy systems, unclear processes or a lack of digital skills. These are not technical problems. They are leadership challenges.
Leaders must lead
The most important work happens before any technology is introduced. It starts with a clear goal. Teams need to know what problem the tool is solving, how success will be measured and how insights will be used. I have seen technology fail when added too late or launched without clarity. I have also seen it drive real change when it is used to support project goals from the start, with the right people in place.
Construction leaders do not need to be digital experts to lead in a digital age. But they do need to create environments that reward clarity, flexibility and control. That means designing delivery models that can adapt. It means helping teams read data and act on it. And it means staying focused on the decisions, not just the tools.
The payoff is control
According to our research, 73% of senior industry leaders believe that AI and digital tools will be vital in managing future uncertainty. But belief on its own is not enough. The next step is to move from interest to action and build systems that are ready to respond.
Construction has always relied on strong planning and sound judgement. That hasn’t changed. But technology now plays a vital role. It cannot replace human expertise. What it can do is support those who lead with purpose, act early and stay in control.
Certainty in construction does not come from avoiding risk. It comes from managing it well. The opportunity is not somewhere in the future. It is already here.
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