Digital transformation is not as straightforward as it might at first seem; bringing people along on the journey is critical to its success, so how can the industry find the right balance? Tim Clark reports
It is a topic that has been debated, or pondered at least, for years. In fact, the rise of AI and the digital age arguably raises the same concerns that occupied the Luddites of the 18th century.
In short: Are humans already being left behind when it comes to the digital race?
Earlier this month, UK Construction Week in Birmingham sought to answer this question and examine the role that AI has played in augmenting, complimenting and also replacing human input.
“People are not just scared of change because of the change itself, but of the consequences of it. We’ve already gone through those changes where people’s roles have completely changed, and they didn’t look like the job they started off in,” says Kirsty Childs, BIM manager at Tetra Tech.
“I could never have imagined that this point in my life I will be a BIM manager and be involved in some of the things that I’m involved in, however some people are genuinely afraid not of change but of losing their jobs, and we need to make sure that they realise that they are valued, that their years of experience in the industry are valued.
“And we need to find ways to learn from that and capture that experience so that it’s not lost.”
In the architecture, engineering, and construction (AEC) industry, the shift towards digital transformation is not a new story. There have been decades of false promises of efficiency, improved design processes, and seamless project management. But behind the digital glamour, the reality of adoption is much more nuanced. Technology might be revolutionising the industry, but for many the sector will always revolve around people.
“As digital leaders, it’s our responsibility to educate people about the risks and benefits of new technologies like AI,” says Mairead Gallagher, BIM lead for Europe and the Middle East at Grimshaw Architects.
“We have to manage the use of tools like ChatGPT carefully, especially when it comes to protecting confidential information. It’s about finding that balance where technology enhances what we do without compromising our ethics or security.”
At the heart of any successful digital transformation is the people who drive it. Child’s point over the fears of being left behind underscores a critical aspect of digital change: It is not just technical but deeply psychological.
“One of the things I’ve learned is that digital transformation isn’t just about moving from paper to digital, it’s about organisational change. It’s about changing the way people think and work, and that’s a much bigger challenge than just adopting a new tool. The key is communication and making sure everyone is on the same page,” says Lewis Cullinane, technical director for digital safety at Hydrock.
The shift from traditional practices to digital tools such as AutoCAD, Revit, and Building Information Modeling (BIM) can be overwhelming, particularly for those who’ve spent decades honing their skills manually.
Lilian Ho from Aecom recalls how, in her early career days, folding hundreds of drawings by hand, brought a feeling of satisfaction from physically completing a task.
“When you finish the work manually, you feel the satisfaction because you’ve done it,” she said. “But nowadays, with automation, you press a button, and then it’s done in seconds. You don’t feel the same satisfaction because the effort and the time aren’t there, it’s just different.”
Is this a detachment from the “craft” of architecture, or a step-change in productivity? The answer probably depends on how you feel about the profession of architecture or the creative process.
The panel acknowledged that change isn’t just about adopting new tools. It’s about cultivating a culture that supports and encourages learning and adaptation. “You need to bring people along on that journey,” said Cullinane.
“People are motivated by different things, and it’s crucial to understand that. Some people thrive on bite-sized goals, so breaking down the digital transformation journey into smaller steps can make it less overwhelming. It’s all about helping people see progress and not feel like they’re being thrown into the deep end all at once.”
The speed of technological advancement today demands continuous learning, and it’s essential that industry professionals – from seasoned engineers to fresh graduates – stay updated. As Ho points out, “You need to make yourself constantly advanced and catch up with technology. Don’t stay behind.”
One effective solution that Cullinane explored at Hydrock was a Digital Academy. This programme focused on providing employees with resources to learn new tools and technologies, offering various forms of training – from instructional videos to detailed guides.
The concept of multi-channel learning is important, as people learn differently. Childs shared a practical observation: While some older employees prefer detailed step-by-step PDFs, younger employees might prefer short, sharp TikTok-style videos. “We mustn’t try to put everyone in the same box,” she remarked, highlighting the importance of accommodating different learning preferences.
Ethical dilemma
As AI becomes increasingly integrated into the design and construction processes, the conversation inevitably turns to ethics. The AEC industry is beginning to grapple with the profound implications of automation and machine learning, particularly in decision-making processes that impact safety and accountability.
Child’s in particular was keen to point out the dangers of relying too heavily on AI, especially in areas like fire safety. “We can’t just blame it on the software if something goes wrong. Someone has to take accountability for how these tools are being used,” she says.
This sentiment echoes broader concerns in the tech industry, where the concept of algorithmic accountability is becoming increasingly important. According to a report by MIT Technology Review, there’s growing scrutiny over how AI systems make decisions and whether those decisions can be explained and justified to human stakeholders.
In the AEC sector, transparency around the use of AI is crucial. If AI is used to automate building designs or manage complex systems like heating and ventilation, professionals must be clear about the technology’s role in those processes.
As Ho put it: “Always treat technology as something to enhance humans, not replace them. AI can know everything but understand nothing because it only knows what you feed into it. So it’s important to be careful and deliberate about how we use technology and not let it take over everything.”
AI’s role in the industry raises questions about data security and privacy, especially when dealing with sensitive information. Several panellists discussed the importance of educating employees on the ethical use of tools like ChatGPT, or other large language models. Mairead emphasised that there needs to be clear guidance on AI usage for all organisations over a certain size.
“You can have people running stuff off their phones or inputting information that should be confidential into large language models, I think organisations need to really understand their information management on a greater scale than they currently do, especially around AI.”
Essentially, if you’re capable of using AI, you need to be capable of monitoring how it is used effectively.
Looking ahead, it’s clear that the future of digital transformation in AEC will be driven by collaboration and AI will feed into this. Ho suggested that building “digital champions” within teams can accelerate the adoption of new technologies. These champions can become advocates for change, helping to bridge the gap between those who are early adopters and those who are more hesitant.
Inclusivity is also key to driving successful digital transformation. As Cullinane described, even small steps – like adjusting the text format on a fire safety document to make it easier for a dyslexic colleague to read – can have a significant impact.
It’s about making sure that everyone, regardless of their background or learning style, feels included in the journey towards digitalisation.
There’s also a growing recognition that digital transformation isn’t just about making processes more efficient; it’s about enhancing the well-being of employees. For instance, using AI for tasks like scheduling can help alleviate some of the pressures on staff, giving them more time to focus on creative or strategic work. Tools that enhance communication, collaboration, and mental health are just as important as those that optimise technical workflows.
In the race towards digital transformation, the construction industry must remember that technology is only as powerful as the people using it, or to a certain extent, has little use if the people using it aren’t either engaged or proficient in the technology to begin with.
“In my experience, bringing people along on the journey is the most important part of transformation,” Cullinane adds. “It’s not enough to just roll out new technology; you need to engage with people and make sure they understand the value it brings. You also need to motivate them in the right way, and that means understanding what drives them.”
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