ABSTRACT
This chapter focuses on the bespoke nature of the construction industry and the need for cultural and behavioural reforms to improve the relationship between construction clients and their contracting partners. The other contributing factor which makes the construction industry unique is the fragmented nature of both the professional disciples and workforce within it. From the contractors’ perspective, a lack of trust in traditional procurement may stem from them being responsible for construction of a project in which they have not had any involvement in any of the design, since they were invited to tender on full designs. Collaborative working at an early stage between clients and their design teams has been, post-Latham, regarded as a means to bridge the gap between design and construction to improve project outcomes. Various government reports have reinforced ongoing dilemma over the years and identified that fractious qualities are embedded in the UK construction industry.
