Nick Leach, director of digital construction, Sir Robert McAlpine, explores whether construction has the capacity to use digital tools effectively
Construction has invested significantly in BIM, digital workflows, data platforms and, increasingly, artificial intelligence. Yet adoption remains inconsistent and much of the value promised by digital transformation has still to be realised.
The reason is not simply a lack of technology. In many cases, the tools already exist. The greater challenge is whether organisations have the leadership, skills and confidence to use them effectively.
The next stage of digital construction will therefore be defined not by software, but by people.
Resolving lack of engagement
We often see organisations already having the capabilities and tools to make the most of data. What often hinders the success of new technological initiatives is not the technology on hand, but a combination of internal reluctance to engage with data, uncertainty about implementing new ways of working, and a lack of confidence in developing digital skills. To address these issues, the solution is not to invest in different technology but to invest in the people using it.
A more people-focused approach will only become more important as AI plays an increasingly significant role in the industry. Businesses have long been assessing how best to leverage AI innovation and the ‘data revolution’, noting the meaningful benefits it can deliver for both productivity and output. Though the construction industry is not outside this trend, AI can only be as valuable as its input and oversight. While AI may offer considerable opportunities for the construction industry, such as generative design or predictive analytics, we need a better understanding of the link between its potential and how it is implemented.
To this end, digital literacy must become a core competency of construction. To keep pace with innovation, it should be viewed on the same level as commercial awareness, planning or health & safety, for example. Across every role, there will be an increased reliance on digital information to make decisions and make those decisions work. Without matching tech literacy, data cannot be fully understood, nor can digital tools be leveraged to their full potential. Tech awareness should no longer be seen as a specialism, given that it is now a fundamental part of any construction project.
AI in the workforce
This is not to say that AI is replacing digital construction, but it is enabling a strategic evolution of it. If a workforce lacks the digital foundations to implement AI effectively, though, organisations themselves cannot unlock the full benefits it offers the sector. Even before advanced AI adoption, a workforce must understand the data they use, the information that must be managed, their digital workflows, and how different kinds of technology can or do support project delivery. That’s why tech literacy matters.
The objective is simple: make digital construction accessible, relevant and practical across every role. It’s easier said than done, but the process can start with capability development. Investment in new technologies goes hand in hand with investment in skills training. Innovations in technology need to be matched by innovations in training – whether that be in Digital Construction Fundamentals, ISO 19650 information management learning pathways, lunch and learn sessions or targeted development programmes to improve digital confidence across disciplines.
Sector-wide upskilling
While the sector can say all the right words about improving tech literacy, it needs to deliver in practice to make a difference. A more digitally capable construction industry will need targeted, sustained digital education.
Structured learning pathways that support people at every career stage are key. External training, industry body collaboration, digital apprenticeships, and role-based competency frameworks are also fundamental steps toward creating an industry with comprehensive improvements in digital construction. To drive improvements across the board, learning should focus on business outcomes and specific use cases rather than abstract software platforms.
A rising tide lifts all boats, with digital champions and digital enablers making an industry-wide impact. Some of the most successful transformations have not been driven purely by technology teams, but by operational leaders who understand the value digital construction can bring and actively lead the charge to change how they approach projects and their businesses.
Next steps
Challenges still remain, with consistency most likely to be held back by fragmented improvements across the construction supply chain. Digital maturity can vary significantly, even between organisations working on the same project. Skills shortages persist, while competing priorities and change fatigue can make adoption even harder. At times, the sector talks too much about technology rather than demonstrating its value to a business in a measurable way.
However, those in the sector that foster an atmosphere of continuous learning and develop digitally confident teams with people equipped to thrive in a data-driven environment will be those best placed to lead the future of digital construction. It is not a question of who has the latest software or newest AI tools. Digital construction has moved beyond an innovation agenda and become a business performance agenda.
Investing in people, processes and technology is paramount, and true transformation can only happen when equal attention is afforded to those three pillars. Rather than focusing on whether technology is ready or sufficient, the focus should be more introspective.
The construction industry needs to ask itself whether the necessary leadership, appetite and endorsement are in place. Digital transformation has huge potential, but it cannot be realised without the right frameworks.
The post How can the industry put the next stage of digital construction in place? appeared first on Planning, Building & Construction Today.
