Julia Lydall and Robin Lapish - G4C

Editor's Notes

• #3: Living our collaboration ideals:We are a change network, challenging and shaping the future of our construction industry. Manchester Norwich Oxford Norfolk London Berkshire contact: Georgina Willmott East Midlands contact: Simon Powell Kent contact: Tristian Wootten North East contact: Ayden Booth South West contact: John Gallagher Wales contact: Emma Thomas West Midlands contact: Gemma Wilkinson Yorkshire contact: Caroline Key 13 and National To help young professionals create a network outside their immediate work environment To help young professionals build their reputation and make a personal impact in industry To change and influence the construction industry for the future
• #6: Scrum - The three fundamental roles in scrum methodology are product owner, scrum master and team member. It’s a flat hierarchy with clear team roles, prioritization, well communicated goals and empowered individuals. Collaboration, empowered team members
• #7: Agile development is a phrase used in software development to describe methodologies for incremental software development. Agile development is an alternative to traditional project management where emphasis is placed on empowering people to collaborate and make team decisions in addition to continuous planning, continuous testing and continuous integration. Continuous improvement integrated with R&D
• #10: non traditional skills entering the construction industry, I.e. Gaming, coders etc.. How about a link to the skills shortage? We could compare a job advert for a construction firm to that of a IoT start up or a programming company Embrace change before it envelopes you
• #11: Which would your teenager choose?
• #12: Perhaps it is the blend of brilliant people and an intelligent use of technology which will differentiate UK construction. Enabling us to become a consistent world leader. But should technology worry us?
• #14: A dystopian vision of the future? No. The machines are not coming for us (a la Terminator) – they are coming for us (as seen in an automated beer delivery truck that came to fruition this year). We are a people industry. People are at the heart of everything we do and will continue to drive everything we do.
• #16: Rise in Competition Rise in Technology and Know how Rise in Opportunities Rise in Investment Levels
• #17: Hyperconnectivity means everything is talking: person to person, person to machine and machine to machine.  These interactions are 1:1, 1:many and many:1.  This hyperconnected communication takes place over a network.  Bob Metcalf said that the value of a network grows exponentially as the number of people on it grow.  And now, it’s not just people, but it’s machines, sensors, applications, devices and RFID tags.  Communication over a network can create risks and threats, such as cyber security, cyber resilience and more, but it also creates opportunities to solve problems that we haven’t yet figured out. IoT
• #18: 90% of the world’s data has been created in the last two years. On YouTube, by the time you've finished one video, there will be 1,000 more added. If this stopped today, it would still take 60,000 years of non-stop watching to watch each and every video. But data alone is value-less. With the advent of BIM, our industry will soon become awash with data. But how do we demystify this to turn it into something useful? In addition, unpredictability seems to have become the new normal. Sitting here last year, who would have predicted the events of 2016? Politically, economically, even socially.
• #19: Well, we think all companies need to experiment, regardless of size. We know our industry is a particularly challenging one in which to implement technology. In some sectors, people are comfortable having one great hit, two or three that are okay, and six disasters. In construction we want to have no disasters, so risk mitigation becomes the defining force, which can lead to conservative decision-making. A relentless focus on what the customer values should help provide the justification for risk-taking. Focus on the value-adding aspects of what we do – the changes which get closer to what the customer wants. Minimise supporting activity (those things which don’t directly add value) and bear down on waste (such as motion, re-work, inventory). Ask how we can do things better, faster, simpler, and dare I say, cheaper. We think people should be free to experiment. And that means allowing people to fail.
• #21: Perhaps data analytics as whole lifecycle consideration increases and feeding that data or performance during use to the construction stage. check out https://www.crystalknows.com online personality profiling what worries me is that people joining the work force (uni ect) will walk away for our industry because of how its perceived Organizational structures are flatter. Technological advances and economic trends mean that work is increasingly virtual, globally dispersed and team-based. As a result, productivity and performance increasingly depend on a workforce that is more diverse than ever before, from gender and generation to culture, background and experience. Taking the ladder’s place is a corporate lattice, in which ideas, development and recognition flow where they need to, along horizontal, vertical and diagonal paths. The lattice makes possible more collaborative and customized ways to structure work, build careers and foster participation.
• #22: the role of the young tech savy to educate current director levels on changes and focus for the industry So we need to politely but pointedly ask the older generation to get out of the way for the new generation to revolutionise how things are done?
• #23: This subject is very special to me personally as I recognise the minute difference between failure and success, between “Thanks for taking part” and a commonwealth games medal; the difference between good construction and constructing excellence.