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