The Agenda is unashamedly ambitious

Our ambition is to transform New Zealand's building and construction industry to create a better future for everyone our industry touches.

Our ambition

The ambition is for our building and construction industry to be:

  • agile
  • resilient
  • recognised for quality and efficiency
  • fit for the 21st century and beyond.

Industry leadership

As the Industry Transformation Agenda takes a systems approach to the unprecedented risks and opportunities the building and construction industry faces, it will require more systemic leaders committed to leading teams, companies, organisations, industries, communities and overall systems through transformative change.

The ITA seeks to offer a space for all industry leaders to engage, collaborate, explore and contribute to leading transformation. Events and opportunities include: 

  • sharing experiences and ideas that help build knowledge and capability about leading transformation
  • connecting CEOs engaged in industry transformation with opportunities to collaborate, inspire, learn from and inform each other
  • fostering the culture of collaboration and innovation across the sector
  • providing opportunities to explore new perspectives and insights, including engaging with transformation leaders from other sectors in New Zealand
  • building a cache of relevant resources with input from transformation leaders

Industry transformation calls for leaders from all corners of the building and construction sector to actively contribute to achieving transformative change. You too can get involved. Get in touch.

A framework for transformation

The Agenda is underpinned by a framework that identifies future best practices to transform our industry. It also maps the interconnected roles that companies, the sector and government must play to drive this transformation.

How our industry will be different

We aspire to achieve the following shifts in how our industry operates:

Current state Future state
Risk is passed down the supply chain to those unable to manage it

 shift to

Fairer allocation of risk: risk is managed in an equitable and reasonable way across all the parties
Susceptible to boom/bust cycle

shift to

Organisations proactively use the ebb and flow of business cycles to innovate
System is designed around failure being inevitable

shift to

The system is designed so companies collaborate to navigate challenges better and learn from failures
Cost of ownership is unknown and not considered

shift to

The total cost of ownership over the building's entire life is known and valued
The system is fragmented, stifling the flow of information

shift to

The right information is shared at the right time to the right people across the system: we use data to understand our sector, build knowledge and continuously improve
Lack of digital uptake, therefore vulnerable to digital disruption

shift to

Digital potential is unlocked, and digital entrepreneurship is integrated
System design disincentivises innovation

shift to

The system gears up for and incentivises innovation
Focus is on short-term and cost

shift to

The focus is on the long-term and collaboration
Fragmented industry lacking cohesion and leadership

shift to

Our industry shows leadership and is aligned around a common vision of creating a better future for everyone the industry touches

The construction industry is currently under extreme pressure and is in need of change. We need to be leaders to drive changes to tackle the affordability, skills shortage, energy efficiencies and capacity issues that are facing our industry for the benefit of New Zealanders as a whole.

Alastair Miles, Director, Miles Construction
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