James Lawrence, solution consultant at Newforma, on why the industry conversation is quietly shifting from BIM to information management
For more than a decade, Building Information Modelling has been at the centre of digital transformation across the built environment. It has reshaped how projects are designed, coordinated and delivered, and for many organisations, BIM maturity has become a marker of progress.
But something is changing. Increasingly, the conversation is moving beyond BIM. Not because BIM has failed, but because the industry is starting to recognise its limitations. The question is no longer simply whether BIM is being adopted but whether information itself is being properly managed.
This shift is subtle, but significant. And it is being driven, in large part, by the growing influence of ISO 19650. BIM was never intended to be the end goal. It has always been a means to improve collaboration and coordination through shared models and structured data.
In that respect, it has delivered real value. Teams can visualise outcomes earlier, identify clashes before they become issues and work more collaboratively across disciplines. However, BIM has traditionally focused on the creation and coordination of information, particularly during the design phase.
As projects move into construction, handover and operation, the nature of the challenge begins to change. Information becomes more fragmented, decisions become harder to trace, and the risks associated with poor information management begin to surface more clearly.
Reshaping the conversation
The reality is that creating information is only part of the problem. Managing it, maintaining it and being able to rely on it over time is where complexity really begins.
This is where ISO 19650 has started to reshape the conversation. Rather than focusing solely on models or outputs, it introduces a more structured and disciplined approach to information management across the entire lifecycle of an asset. It places emphasis on clarity, consistency and accountability in how information is produced, shared and maintained.
In practice, success is no longer defined simply by having a well-coordinated model. It’s defined by whether the information behind that model is accessible, reliable and traceable throughout the life of the project. In that context, BIM becomes one part of a much broader picture.
One of the most important realisations driving this shift is that the industry does not suffer from a lack of data. Quite the opposite. Most organisations are dealing with an overwhelming volume of it. Emails and documents are being generated continuously across multiple systems and platforms.
The challenge is not generating information. It is maintaining control over it. When information is spread across inboxes, shared drives and disconnected tools, it becomes difficult to establish a single source of truth. Decisions become harder to verify, accountability becomes blurred and the risk of miscommunication increases. Over time, this creates an environment where even small gaps in information can lead to significant consequences.
ISO 19650 addresses this by placing a strong emphasis on structure and traceability. It recognises that in complex projects, the ability to understand not just what was done, but why it was done, is critical.
Information as an asset
This brings us to another important limitation of a purely BIM-focused approach. Models are excellent at showing what has been designed or built but they rarely capture the context behind decisions. They do not tell the story of how those decisions were made, who was involved or what alternatives were considered.
That context sits within emails, discussions, document revisions and approvals. These are the threads that connect information together and give it meaning. Information management is about bringing those threads into a coherent, accessible structure. It’s about ensuring that decisions are not lost in fragmented communication channels but instead are captured, connected and available when they are needed.
This becomes more urgent as the industry continues to evolve. Projects are growing in scale and complexity, involving more stakeholders, more data and more interdependencies than ever before. At the same time, expectations around compliance and accountability are increasing. Standards like ISO 19650 are becoming embedded in how projects are delivered and assessed.
There is also a growing awareness of risk. As project values increase, so too does the cost of disputes, delays and errors. In this environment, having a clear and auditable record of information is no longer a “nice to have”. It is a fundamental requirement.
Alongside this, asset owners are placing greater emphasis on lifecycle value. Information is no longer just needed for delivery but for ongoing operation and management. This places additional pressure on project teams to ensure that information is not only accurate but structured in a way that remains useful long after construction is complete.
Forward-thinking organisations are already responding to this shift. They are reframing BIM. Rather than treating BIM as the centre of their digital strategy, they are embedding it within a wider information management approach.
This means focusing less on individual tools and more on how information flows across the project. It means connecting systems rather than allowing them to operate in isolation. It means ensuring that decisions can be traced, understood and validated at any point in time. Perhaps most importantly, it means recognising information as a strategic asset rather than a byproduct of project delivery.
Improved outcomes from better control
The evolution from BIM to information management reflects a more mature understanding of what digital transformation in construction actually requires. It is not just about creating better models or adopting new tools. It is about establishing control, consistency and confidence in the information that underpins every project.
BIM opened the door to a more digital way of working. Information management is what will determine how far the industry can go. For organisations that embrace this shift, the benefits are clear. Greater visibility, reduced risk, stronger collaboration and improved project outcomes all stem from having better control over information.
From compliance to control. ISO 19650 is no longer about managing models and information. It’s about managing risk, responsibility and real project deliverables. This ultimately leads to a framework that makes projects run smoothly.
*Please note, this is a commercial profile.
The post The real challenge isn’t BIM. It’s information management appeared first on Planning, Building & Construction Today.
