This was the question posed by RLB’s Head of Industry and Service Insight Paul Beeston in his recent article in Building.
As an industry we lament the short termism that may follow the election cycle and are more critical still of the revolving door of construction ministers at Whitehall. We run a keen eye over the budget and big policies. But where does the responsibility really lie? Surely, as an industry we need to look to ourselves first?
When we do have big industry game-changing reports: Latham, Egan and Farmer, they effectively say the same thing. Farmer used the word “collaboration” 40 times, Egan “partnering” 32 times and Latham “trust” 53 times. Whilst the big picture stuff of these reports is consistent, the consistency arguably demonstrates a lack of progress.
The big industry reports were focused on the “how”. Farmer – how do we tackle industry skills shortages. Egan – how do we improve quality and efficiency. Latham – how to reduce conflicts and increase productivity.
Perhaps instead of the “how” we should focus on the “why” and place that at the centre of our thinking. The beneficiaries of our output do not care for our skills shortages, our efficiency or our productivity. They care for better homes, improved health outcomes and increased educational attainment. If we placed these outcomes first perhaps the “how” and the “what” would follow more easily.
It strikes me that our industry has two big “whys” looking into 2025: to deliver valuable outcomes for our beneficiaries and to do so in a way that minimises our impact on the environment or, better still, leave a positive change.
Delivering valuable outcomes
Outcomes should inspire us all: the better schools, the creative and productive workplaces, the homes that allow people to flourish. We don’t spend months and years working for the completion certificate, we do it for the outcomes. So how can we deliver better outcomes? Perhaps by being more productive, and by plugging some skills gaps, but firstly by good design processes.
Embracing diversity of thinking is collaboration in action. Given we have been talking about collaboration for over 30 years we may have forgotten how powerful it can be. We should not consider it a process of compromise but as a process of net gain. Sharing an idea, prioritising importance or simply respecting opposing views is likely to result in better outcomes, not just for the beneficiaries of our work but for all of us in industry participating in the process.
Minimising our impact on the planet
The industry’s second big “why” is to minimise our impact on the environment, or, better still, to leave a positive change. This too can be about good design, but it requires investment. Investment in innovation and investment in skills. We have a looming skills shortage that is compounded into an immediate green skills shortage.
We are not so much sleepwalking into a skills crisis, but more striding purposefully towards it. We know that Gen Z want purpose in their work so we should celebrate the outcomes that our projects achieve and use those incredible achievements to entice and encourage the replenishment of skills. It will take investment, and that investment should be seen by clients as something that provides a return to them in the long term. We should consider it an industry wide collective investment. Sustainability for the planet needs to start with the sustainability of our industry.
Outcomes are our big picture
Our politicians will no doubt come back with their new year resolutions and full agendas that will keep the industry’s attention on their plans – from spending reviews to planning reform. But perhaps we should ask not what our politicians can do for our industry but what our industry can do for our country. Perhaps a focus on outcomes will produce the agency for industry change. We need the politicians, but we don’t need to wait for them.
This is an abridged version of an article that first appeared in Building.
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