ABSTRACT
It is now necessary to draw lessons from the experiences of the last decade, and to investigate how this increased potential for improvement of the industry can be effectively implemented. This is to be the subject of further work supported by the Foundation for the Built Environment and BE, and covers essentially two main elements. The first is to provide collated evidence, which is now coming forward, of the measured advantages resulting from the application of the new processes which have evolved from the collective work of the industry. This involves analysing specifically how these improvements impinge on the performance of organisations in both supply and client sides, resulting in enhanced long-term health for such businesses. Organisations need to have convincing figures showing the enhanced profitability that will accrue to them through the adoption of the new approach to construction which is described here. Boards of directors need to recognise the factors that may inhibit adoption of the defined innovations developed over the last decade, particularly in relation to integrated management and risk acceptance. To be convinced they need to see reputable figures illustrating the difference in value for money between projects concluded before and after adoption of the new methods, and successful clients and suppliers are providing such evidence with sufficient clarity, although it is difficult to assess success quantitively.
