Issue link: https://construction.trimble.com/en/resources/i/1318627
Successfully transforming your exis ng business model isn't simple or risk-free. Any new business model that hasn't been put to the test is, by defini on, disrup ve. And disrup on can pose a threat to sales, delivery, and other entrenched interests in your company—especially to those that are your biggest revenue drivers. To make the adop on and implementa on of the Construc ble Process evolu onary rather than revolu onary, you first need a though ul approach to change. That begins with clearly communica ng what the changes will be and gaining buy-in from across the organiza on. Make sure to thoroughly explain why the changes are occurring and how those changes may affect the daily responsibili es of everyone from project es mators all the way to the Execu ve Suite. Goal se ng is one of the most important steps in going Construc ble since it brings cri cal clarity and transparency to all stakeholders as you move forward. It helps you understand if and why the Construc ble Process is strategically important to your company and how it can help you achieve desirable business outcomes. For example, your company's goal could be to increase opera onal efficiency, develop new services, or overcome workforce skills gaps. Going Construc ble isn't just about implemen ng new technology, though. It's about advancing people, processes, and technology together so that the construc ble process becomes a key element in your company's culture, focus, and execu on. While se ng clear goals is vital, success will only come if your organiza on can execute on them. Going Construc ble isn't a ma er of just flipping a switch. It's a transforma on that must be strategically developed and implemented so your teams can successfully adopt it. In this step, it's vital to understand the poten al gaps in your company's readiness. Evaluate the current knowledge and skills from across the organiza on to iden fy any talent gaps or skill deficiencies that could derail your transforma on efforts. Make sure to inves gate and codify which benchmarks you'll use to measure success across specific func ons and throughout projects at large, as well as how you'll shi teams and technologies to avoid further fragmen ng and siloing your opera ons in a way that may fuel destruc ve "them versus us" or "new versus old" conflicts within departments. Prepare Your Company for the Constructible Process Understand and Specify Your Goals Assess Your Organization's Readiness 03 02 01 11 / 13