Using value networks to boost construction performance

摘要

Civil engineers have a systems approach to model the behaviour of designed facilities and an appreciation of the complexity of the natural environment. Yet many construction clients and implementation teams are constrained by management principles derived by nineteenth century industrialists, which hinder the release of co-creativity required to deliver complicated infrastructures. This paper outlines and appraises the 'value network approach' as a way for the industry to overcome these restrictions. It presents other case studies from other industries that show how the ingenuity to conceive, create and manage novel organisations can lead to a step change in project and programme performance.