毕马威-2017全球制造业大调查（英文）-2017-44页-3mb

Summary of Make it, or Break it (2017 Global Construction Survey)

Core Content

The 2017 Make it, or Break it Global Construction Survey by KPMG International explores the need for the construction industry to re-imagine governance, people, and technology to improve project performance. It emphasizes the importance of integrating these three elements rather than treating them as separate components.

Main Performance Drivers

• Governance, Risk, and Controls (GRC):

  • Governance and controls are crucial for project success, yet many organizations lack integrated systems.
  • Only 8% of respondents have a "push one button, real-time, full PMIS reporting" system.
  • 31% of respondents report having integrated systems for project reporting, while 47% use separate systems.
  • 60% of organizations conduct routine project review meetings with management.
  • The survey highlights the need for rationalizing controls and aligning them with broader business strategies.

• People:

  • The workforce is becoming more diverse, with 40% Gen X and 37% Millennials.
  • 24% of respondents say Millennials lack understanding of project delivery fundamentals.
  • Only 33% of organizations have a very standardized promotion process.
  • 28% of respondents report no common approach to employee promotions.
  • Only 50% of executives say their business offers performance-based bonuses or incentives.
  • 30% of organizations do not track or measure diversity in any form.

• Technology:

  • 95% of respondents believe technology/innovation will significantly change their business.
  • Only 5% view their organizations as "cutting edge" in terms of technology.
  • 20% of organizations have implemented PMIS across all projects.
  • There is a growing interest in new data and analytics tools, which can provide real-time, customized reporting at a lower cost than full PMIS systems.
  • 72% of respondents believe technology innovation or data use plays a prominent role in their strategic plan or vision.
  • 74% of respondents believe such a change will happen in less than 5 years.

Key Challenges and Recommendations

Challenges:

• Ineffective Project Controls:

  • Lack of transparency, inconsistent controls, and insufficient data analysis capabilities hinder project performance.
  • Overconfidence, poor contract management, and inadequate change management are cited as major issues.

• Workforce Diversity and Engagement:

  • Millennials, who are more tech-savvy, may not be fully equipped with the skills required for traditional project management.
  • There is a lack of formalized soft controls, which are critical for fostering a culture of accountability and engagement.
  • The industry lacks a standardized approach to career development and promotion, which affects talent retention and motivation.

• Technology Adoption:

  • While there is optimism about the potential of technology, many organizations are not yet equipped with the necessary systems or strategies to fully leverage it.
  • The need for a clear data/technology strategy and roadmap is highlighted.

Recommendations:

1. Integrate Governance, People, and Technology:

   • Project performance should be viewed as a result of the synergy between these three areas, not in isolation.

2. Rationalize Controls:

   • Simplify and align controls with business strategy to make them more effective and user-friendly.
   • Balance 'soft' controls (such as communication, culture, and motivation) with 'hard' controls (processes, systems, and procedures).

3. Enhance Human Element:

   • Develop clear career paths and standardized promotion processes.
   • Implement performance-based incentives to motivate employees and align them with project goals.
   • Improve soft controls to foster a supportive environment for younger workers, particularly Millennials.

4. Adopt New Technology and Data Analytics:

   • Use data and analytics tools to improve transparency and decision-making.
   • Develop a strategic roadmap for technology investment that aligns with business objectives and processes.

Conclusion

The survey underscores that the construction industry is at a critical juncture where the integration of governance, people, and technology is essential for achieving better performance. While there is a strong recognition of the need for change, the implementation of effective strategies remains a challenge. KPMG recommends a balanced approach that combines technological innovation with a focus on human behavior and organizational culture to drive sustainable success.