The construction sector is going through a considerable shift due to the incorporation of cutting-edge technology in today’s quick-paced digital world. Embracing these innovations can help construction companies reach new heights. Deloitte estimates that businesses can expect to increase revenue by 0.58 points percentage points each year if they use additional technologies.

8 Step Change Management Model – Implementing New Construction Management Software

However, change management may be a complex undertaking, particularly in construction organisations where several stakeholders with varying technological capabilities are involved. As depicted in the chart below, the reluctance of employees to embrace change is a significant obstacle to the implementation of new technology in the construction industry. Civil construction companies often face the challenge of getting all stakeholders, including field personnel who may not be tech-savvy, to adopt new technology. In this blog, we explore Kotter’s 8-Step Change Model, a proven approach to managing change, to help civil construction companies successfully navigate through the process of implementing new construction management software.

process of implementing new construction management software

1.  Create A Sense of Urgency

Establishing a sense of urgency within an organisation is the first step in change management. Civil construction companies should communicate the urgent need for adopting new construction management software in response to industry trends and competitive pressures. Highlight the benefits it offers, such as improved efficiency, cost savings, and enhanced project outcomes. Emphasise that embracing technology is essential for the organisation’s long-term success.

2. Build A Guiding Coalition

Create a coalition of stakeholders, including decision-makers, project managers, supervisors/field workers on the ground, and other influential members of your team such as someone from finance or payroll. Effective change leaders can be found throughout your organisation. They do not necessarily follow the traditional company hierarchy. This coalition should be united in its commitment to driving change and promoting the successful implementation of new technology. Their support will be crucial in garnering buy-in from other team members.

3. Create a Vision for Change

Explain how the future will differ from the past and gain support for how you can implement initiatives that are directly related to the vision to make that future a reality. Craft a clear and compelling vision that outlines how the new technology such as construction cost management software will revolutionise the company’s construction processes and positively impact project delivery. At Varicon, we excel in crafting a vision for change through the development of a “Success Canvas.” This canvas serves as a powerful tool to showcase the current state of your business and illustrate the envisioned future state after the successful adoption of Varicon’s solutions.

4. Communicate the Vision

Effective communication is essential for successfully implementing change. Utilise a variety of channels to approach all stakeholders, especially those at the front line. Ensure to frequently communicate the vision and strategy throughout the business. According to a McKinsey study on organisational transformation, businesses with effective change management engage and communicate with frontline workers more frequently than other organisations.

actions companies have used to engage frontline employees in transformations
Source: www.mckinsey.com

5. Empower Action

Encourage and empower employees, including on-site field personnel, to participate in the change process. Eliminate the barriers that impede progress or slow things down. It’s important to give special attention to the on-field employees working on construction sites, as they may not be as familiar with the technology. When developing Varicon, we made it a top priority to cater to on-field employees who may not be as tech-savvy. That’s why our product was designed with a fat finger-friendly approach, ensuring ease of use for all users. It’s important to ensure all employees feel comfortable using technology such as mobile timesheet app, even those who may not be as familiar with it. One way to achieve this is by offering training programs and hands-on support during the implementation process. This approach can help bridge the technology gap and boost confidence, leading to the successful adoption of new tools.

6. Create Short-Term Wins

It’s a good idea to aim for some quick wins when introducing new technology to the workplace. By identifying smaller projects or pilot initiatives where the technology can be used, you can demonstrate its benefits and show its value. At Varicon, we like to break up the implementation process into phases, specifically to identify early wins for our clients that can provide instant value and validate the transformation process. To encourage further participation and enthusiasm, it’s important to celebrate these successes. For example, we helped a civil construction company reduce their payroll admin time by over 50% within just two months of implementing Varicon’s mobile timekeeping app and payroll automation software.

7. Consolidate Gains and Produce More Change

According to Kotter, declaring victory too early is one of the reasons why many change projects ultimately fail. In order to achieve long-term change, it’s important to understand that true transformation requires more than just quick wins. Deep change is necessary to truly make a lasting impact. It is imperative that one builds upon early successes and gradually expands the use of new technology across various projects or by exploring new use cases, to ensure long-term success. At Varicon, we give utmost priority to gathering feedback from users and implementing improvements based on their insights. We strongly encourage collaboration and knowledge-sharing to foster a culture of innovation.

8. Anchor the Changes in Corporate Culture

It is imperative to ensure that the incorporation of cutting-edge technology becomes an intrinsic element of the organisational culture and standard business procedures. According to recent research by McKinsey,companies that have undergone successful organisational transformations are more likely to integrate transformation practices into their “business as usual” processes.

processes that changed substantially as a result of the transformation

To maintain the change in the long run, it is important to recognise and reward employees who actively embrace the technology and drive its successful implementation. Encouraging a culture of continuous learning and adaptability is key.

By embracing change management, civil construction companies have the opportunity to reinvent themselves and gain a sustainable competitive advantage. A proactive approach, engaging stakeholders at all levels, and fostering a culture of adaptability and growth are key to overcoming challenges. Keep in mind that change is a journey, and with dedication and collaboration, the adoption of new technology can drive your organisation’s success in the constantly evolving construction industry.

Author: Tenzing Shalden

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