The project, part-funded by the Construction Industry Training Board (CITB), is a collaboration between Leeds Beckett University, Horbury Group, the Dry Lining and Plastering Training Forum (DLPTF), Whitefrog, and Northumbria University. It aims to help business leaders develop skills and mindsets to drive digital transformation. We recognise that the nature of the construction industry hinders the widespread diffusion of innovation. Factors such as the industry's fragmentation, demand structures, procurement, risk-sharing, and discontinuities in relationships are barriers to innovation. Therefore, a supply-chain perspective is essential to boost the diffusion of digital innovation in the construction industry. The project seeks to deliver free digital leadership training to senior leaders and managers in construction supply chains using a hub & spoke model. The training model provides a coordinated approach to digital innovation in the construction supply chain.
The project uses a hub and spoke model to encourage digital innovation in the construction industry, and encourages sharing of knowledge in a supply chain. This project focuses on intervention at a supply chain level. It places the contractor at the hub of its supply chain and explores opportunities for influencing the contractor's supply partners’ digital path by influencing organization leaders. It seeks to identify best practices and tailor digital leadership training to a supply chain. It recognizes that each supply chain is different, and the supply partners may be at different levels of digitization. The hub and spoke model where the contractor is at the centre of its supply chain will be used as a basis for developing and delivering training. The project will therefore provide digital leadership skills training to senior leaders in identified construction supply chains represented as a hub and spoke digital innovation hub. Figure 1 demonstrates an example of a ‘hub & spoke’ digital innovation hub. Such a supply chain-focused digital innovation hub model of training has the potential to provide a coordinated approach to a digital revolution in the construction industry.
The project will focus on giving people in leadership roles the skills, behaviours, and competencies to implement digital solutions. Topical areas to be considered include: understanding the business case for digital adoption; demonstration using exemplary case studies of leadership influence in company-wide and supply-chain wide adoption of digital adoption; leading intra-organisational and intra-supply chain diffusion of digital innovation; developing and implementation of strategies for digital technologies adoption; and Emerging trends in digital technologies adoption. The content is delivered under the following themes.
· WHY: Digital Transformation- Understanding The business case
· WHO: Digital Leadership
· WHAT: Digital Transformation – understanding the digital environment
· WHEN AND HOW: Digital transformation: Strategy & Implementation
· Decision Makers: The project targets key decision-makers in construction industry organisations. These are senior leaders such as business owners, directors, and senior managers who have the capacity to influence digital innovation and adoption in their organisations. By attending the training, the targeted leaders will be equipped with skills to influence in their organisation's digitalisation.
· Digital skills audit: The project will focus on skills that will help leaders drive digital innovation in organisations. It will also prepare leaders to lead digitized organisations. Prior to taking part in the training, and evaluation of the specific skills needs of the individual leaders and their supply chain will be conducted.
· Acquisition of skills, behaviors, and Competencies: PSBL will acquire the required skills to lead digital innovation in their organisations and supply chains
· A snowball effect: The hub and spoke model is expected to have a snow-bowling effect. The project team expects that participating business leaders from spoke-companies will also develop the skills to take on the role of hub-organisations and influence their supply chain. Such an approach has the potential to encourage the digitization of a sector/industry
· Knowledge Transfer: The universities and their project collaborators will gain useful knowledge on developing solutions for the construction industry. Such knowledge will be invaluable as they continue to engage with their wide networks.
· Disseminated Results: The project delivery team will use other appropriate channels to disseminate project results. This will contribute to the construction industry's knowledge and demonstration of good practice.
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