The layman’s definition of madness is to do the same thing over and over again and expect different results – without questioning why. For the construction industry, Carillion’s demise has rightly reignited the debate on this kind of dysfunction, for instance the continued confusion between value and cost, pursuing a “right first time” build quality through the use of retentions, and cultural schisms around the risks and rewards of construction – who actually believes that profit margins of 0.38% are acceptable, let alone sustainable, for our suppliers and the industry at large?

The sluggishness in driving industry change is due in part to a preoccupation with promoting consistency. Clearly there is a legitimate need to promote consistency, set standards and define best practice on aspects ranging from integrity and collaborative behaviours through to professional competency, which for the commercial practitioner centres on managing and forecasting liabilities, influencing performance and ensuring appropriate, fair and timely payment. 

“It is the actions of clients, suppliers, professional institutions and individual practitioners that will accelerate industry change, first by asking “why?” and then by supporting techniques that bring demonstrable improvement”

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