HOW ALIGNMENT ENABLES
ORGANIZATIONAL CHANGE
Change is hard and uncomfortable. U lizing key principles of organiza onal change management can
help ensure your transi on to a construc ble process is successful, smooth, and rela vely pain-free.
Here's what to consider:
GOALS: Organiza onal, team, and personal goals will impact every aspect of your
opera on. Whether they're aspira onal (improving building aesthe cs) or prac cal
(reducing opera ng costs and improving profitability), organiza onal goals are the driving
force behind why you do what you do and should be the lone reference point for all decisions
moving forward.
PEOPLE: Your company's goals both influence and are influenced by your people. What
your company is trying to do dictates who your company hires. And who your company hires
controls whether your company is able to achieve its goals.
PROCESS: Your company's processes orchestrate your people to achieve your goals. As
a result, your processes must be designed with people and goals in mind. At the same me,
your processes both constrain and are constrained by the data transacted along the way.
DATA: Your company's data can enable or inhibit your processes. A BIM model can be a
produc vity gain if it's used throughout the supply chain, or a drag on project performance
if it goes unused.
TOOLS: Also called "work sources," your tools are the base of the value chain and produce
the data that enables your processes. There's li le immediate value in a construc ble model
if your en re supply chain is using paper drawings and last-minute coordina on habits.
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