Managing Implementation of Change

Abstract

Research, development, and practice have produced many new innovations that could significantly increase the productivity and efficiency of the construction industry, but few of these have been effectively employed. A study has been conducted to identify the factors that most inhibit the implementation of innovations and to determine how the barriers can be overcome. Detailed surveys were conducted of 12 construction‐related companies, including owners, constructors, and designers. Results indicate that the most important factor for successful implementation is establishing a company culture that nurtures risk taking and rewards innovation. Implementation efforts must also be planned and managed, just as any other engineering project, including setting objectives, identifying milestones, measuring effectiveness of the effort, and revising the plan as needed. The primary barriers are top and middle management. Top management often backs the implementation effort in words, but not in actions. Middle management becomes bound by the fear of change and fails to overcome the inertia needed to break out of old habits. Active management efforts are needed to insure optimum benefits are achieved with implementation efforts.