I initially tried to get ChatGPT to write this month’s editorial column, as a neat way of illustrating the blistering pace of technological change.
Reader, I failed.
Perhaps my prompts were inadequate. Perhaps the capabilities of the artificial intelligence chatbot are overhyped. Regardless, after three attempts resulted in a ream of somewhat robotic prose, I decided to find my own words instead. My job seems safe for a while.
However, it’s unwise to be cocky. Technologies mature fast, while more and more products enter the market – think of drones, wearables, sensors and, of course, AI. With such a bewildering array of tech available, our feature considers the choices contractors must make as they navigate the maze.
On reflection, my dismal ChatGPT adventure illustrates the findings of the article quite neatly. It is easy to be lured by flashy new tech and the noise surrounding it. The ChatGPT hype curve in the opening months of 2023 has, at times, been overwhelming. But while there is plenty to be excited (and worried) about regarding the potential of AI, it is not sufficiently developed – yet – to reliably complete many basic tasks.
The article finds that large construction firms, pragmatic as always, are making tech investments in a much less glamorous end of the spectrum. Many are focusing their money on initiatives to improve organisational efficiency such as digitising administration processes and buying platforms that link their back-end and frontline operations. Here, the market is already brimming with products that have a track record of success.
James Veitch, Balfour Beatty’s director of digital and technology, makes it clear that, for the big firms in the sector, walking is important before running. He says that digitising the operations side of the business is a necessary first step to provide “solid foundations” for other more ambitious initiatives, such as generative AI.
Rushing into big investments in underdeveloped and overhyped tech may have consequences that are difficult to recover from. And bringing staff on the journey, ensuring that they appreciate the value of a digital investment, is vital. If they see it as making their job harder, it will cost more money to get back on track. Careful rollout of tech, including trialling, is crucial.
On the other hand, in an industry as competitive as construction, waiting too long to adopt technological improvements runs the danger of rivals stealing a march. Balancing the risks is a high-stakes game. The firms with the healthiest top management structures, allowing the right tech investments at the right time, are the ones likeliest to emerge victorious.
