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To Download the Special Digital Transformation Supplement RAIL STRATEGY Network Rail’s David We look at some of the Waboso talks about key challenges facing the UK’s Digital firms as they contemplate Railway initiative digital transformation pages 12-13 pages 8-9 SPECIAL SUPPLEMENT 2018 Produced for the industry by the Association for Consultancy and Engineering Towards digital transformation MESSAGE FRO M THE EDITO R Welcome to this Infrastructure Intelligence special Digital Transformation supplement which is looking at the challenges facing consultancy and engineering firms as they grapple with the business and organisational implications of ‘going digital’. In this special supplement, we speak to senior executives from the leading technology providers whose are assisting professional services firms on the transition to a more productive digital environment. They offer their insights and advice on how firms working in infrastructure should best respond to today’s digital challenges. We also focus on some key sectors, including transport, and look at how increasing digitalisation is creating major opportunities for all companies. We also examine the crucial role of the chief information officer (CIO) and highlight how it is evolving more and more to become a key leadership position in consultancy and engineering firms. This evolution, from being regarded as the old IT department ‘guardians of the systems’ to being a strategic business leader helping their firms thrive in the new marketplace, will be a key topic at the European CIO Conference series, which the Association for Consultancy and Engineering is organising. What’s clear from all the interviews and articles in this supplement is that Produced for the industry by the Association professional services firms operating in the infrastructure sector will need to for Consultancy and Engineering work smarter and more efficiently in the future to keep up with the pace of Infrastructure Intelligence change. Embracing digital is a business necessity that will transform the way firms 12 Caxton St, London SW1H 0QL work for ever. T: 020 7222 6557 www.infrastructure-intelligence.com Andy Walker , Editor: Andy Walker 07791 997602 [email protected] editor, Infrastructure Intelligenc e Reporter: Ryan Tute 07843 055210 [email protected] Commercial Director: Brian Nolk 020 7227 1882 [email protected] Contents Design and production: Andy Smith & Denise Bell 07968 588729 [email protected] Interview Transportation Leadership 3 Deltek’s Neil Davidson 5 Steve Cockerell 6 It’s time for CIOs talks about how firms from Bentley to reconsider should respond to the Systems looks at their role says challenge of digital the digitalisation Ramboll’s transformation of transport Torben Kjaer Client focus 7 We talk to Cathal Produced by Victoria Street Capital on behalf of Corcoran, CIO of the the Association for Consultancy and Engineering, world’s busiest single 12 Caxton Street, London S W1H 0QL. runway airport The views expressed in Infrastructure Intelligence are not necessarily those of the Association for Strategy Consultancy and Engineering. 8 We look at some of the key Printer: CPG, 9-10 Orchard Business Centre, challenges facing firms as Sanderson Way, Tonbridge, Kent TN9 1QG. they contemplate digital T 01732 366666, [email protected] transformation 2018 subscription rates: £80 a year. GET MORE FROM Project focus INFRASTRUCTURE-INTELLIGENCE.COM 10 Mott MacDonald’s Infrastructure Intelligence is published Mert Yesugey on how six times a year, but you can find more digital is improving content online. Our website infrastructure- efficiencies and intelligence.com is updated daily, with collaborative working two free e-newsletters a week. on the Thames Sign up at the website: Tideway scheme www.infrastructure-intelligence.com Follow us on twitter @infra_intel UK infrastructure Join the Infrastructure Intelligence group on LinkedIn 14 Why transforming Rail infrastructure means thinking digitally 12 Network Rail’s David Waboso talks about the UK’s Digital Railway initiative 2 SUPPLEMENT Interview Change management is key to digital transformation Neil Davidson is vice president of enterprise at Deltek. He spoke to Infrastructure Intelligence about how firms should respond to the challenge of digital transformation. What are the key digital issues that What does best practice look like? transformation to reflect that CIOs are now infrastructure professionals need to be Firms that have a real, well thought out much closer to the business and business considering? digital transformation strategy sponsored strategy. This reinforces the need for Digital transformation is at the forefront of from the top, by leaders who are change, shows leadership, and it’s essential every CEO’s agenda. Our recent Insight to communicating this clearly across the to drive that change throughout the Action report on the future of professional business is absolutely imperative for change business. Because digital is an initiative that services revealed that 81% of CEOs were and delivering it successfully. Firms that are organisations will start and continually unprepared for the risk of disruptive really investing in being best in class will evolve. So, the role is a crucial one. technology, so there is clearly an issue there also have a clear focus on project in terms of firms’ readiness to adopt digital management and efficiency of delivery and How are you working with firms technology. costs. A strong change management focus currently? There are three areas to this. Firstly, and looking at every angle in which to We are uniquely focussed on the there’s a basic understanding that digital achieve efficiency will be key. professional services market and transformation is about changing business consultancy and engineering firms in strategy, it is not simply an IT What are the common challenges particular. We partner with our clients to transformation. This needs to be at the facing firms? deeply understand their strategy, and help heart of everything. Second, firms need to There is resistance to change in them to deliver the digital backbone of start with what the client’s needs are. Our organisations so change management is their business. We make sure they survey said 49% of firms were unprepared becoming the number one skill that understand the cost of delivering to their to meet customer needs, so there must be a businesses need to be good at in a digital clients, that they are ruthlessly efficient in better dialogue with customers to find out world. People read about jobs being lost the projects they are running and can what their changing needs are for digital because of digital, but new jobs will also be deliver them with the right risk profile and services. Because the opportunity is there to created and leadership teams need to bring a high chance of success. Using the respond rapidly and companies need to people with them on the journey, to show specialist capability that Deltek brings, we embrace this. Finally, innovation is that change is happening but it’s a wonderful also facilitate innovations around extremely important. Having the right opportunity to grab that digital future. augmented intelligence and staff mobility innovation practices in the business to to ensure firms understand and accurately bring the right services to market at the What is the role of the CIO in digital forecast the workforce they need in three to right time is crucial. transformation four months’ time. The role is now often called head of digital What are clients demanding from the Where is the sector headed in the next organisations they work with? “Infrastructure five years? Clients are always looking for the best value There will be huge change, but we don’t yet and the best service and digital is opening providers need to know the technology that is going to shape up new and enormous possibilities. Clients establish a business that. It’s very much about agility. are demanding different ways of looking at Infrastructure providers need to establish a the service they receive and there is a trend model that can be business model that can be agile, that can away from billing for hours towards a more agile, that can change and respond to a very, very dynamic fixed fee, outcome-based model. Firms are environment. So, building a company that’s looking at recurring revenue models and change and respond built for change and built to be agile is clients are looking for certainty of outcome, to a very dynamic probably the best insurance policy against tight control of costs and making sure the the incredible digital disruption that we are service they receive is ruthlessly efficient on environment.” seeing and will enable firms to seize value and delivery. Neil Davidson, Deltek immense opportunities. SUPPLEMENT 3 Digital transport The Klang Valley Mass Rapid Transit One of the new system, Malaysia. Crossrail tunnels. Going digital is not simply about leveraging the latest technology to meet current and future business and economic challenges, it’s about enabling different outcomes that will likely include increased capacity, reliability and performance, while reducing risk for stakeholders, says Steve Cockerell . Going digital in transportation oday, a significant part of the digital by Microsoft Azure, providing a single projects. Team members leverage the same journey for many organisations location for storing, sharing and managing digital workflows outlined in PAS 1192 and T involved in creating and managing information for approximately
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