To me, to you…

I’ve been busy this week, writing a guest blog for the NBS and something that I discussed in that post came up again today, so I thought I’d expand on my point here.

Anyone who has implemented BIM in their practice can tell you it isn’t a simple process.  Like any major cultural change, there is often opposition, and as I discussed previously, BIM is really a change management process.  However when it does succeed, it is well worth looking at the reasons why, and understanding them, if you plan to go down a similar route.

The government has identified (and to some extent defined) the need to change in its Construction Strategy released a few weeks ago, and have now set their targets for 2015.  We are starting to see a pull at last from a major client (40% of the construction industry in the UK, representing 3% of GDP), but where is the push within your organisation?

At our firm, that push came from the top of the organisation, from the Directors.  I think this is key to the successful implementation of BIM at any level.  There are a number of reasons why this is so important:

• Support.  I often describe the process of implementing BIM as ‘pulling the rug from under your people’.  Such is the level of change that you will undoubtedly experience the full spectrum of emotions from those affected.  Some are fearful, some are angry and some will fight tooth and nail to prevent that change.  Without support from above, the phrase “I could have done this quicker in CAD” will ring loud and clear at every obstacle, and worse, people will listen.
• Investment.  There is undoubtedly going to be a cost involved in any implementation- let’s not beat around the bush.  Without realising that this cost is more than just a capital outlay, and actually an investment that will definitely deliver tangible returns, progress will be extremely difficult.
• R&D.  If you can crack the two above, this starts to fall into place.  Apple didn’t climb to the level of Microsoft without investing in some R&D, and neither will you.  This isn’t easy, but as an industry we are poor at realising the benefits it can bring.  Once you commit to change, start to look at your processes too.
• Failure.  I read an article in Wired magazine that stressed the importance of failure.  Being at the forefront of a new technology will inevitably lead to failures, but these should be seen as a positive and learned from.  We have certainly made our share and it’s about realising the opportunity of these situations rather than seeing them as an excuse to return to old ways that is key.

I could go on, but I think that covers the key points.  With support from the top down, many obstacles can be overcome that are hard to tackle when pushing the opposite way.  I’m not saying that this is the only way to succeed, but it sure makes the process a lot easier, and results much more achievable.