future

Infrastructure and Maintenance in 2027

What will the industry look like in 2027? Will we still have large contracts? Or will there be a mass unbundling of services?

Will I even have a business in 2027?!

Self-driving cars and beyond

Self-driving cars and beyond

What Uber and Airbnb have done to disrupt and radically change the taxi and hotel industries is sending a clear sign that technology is changing the way customers buy and suppliers deliver.

So what does it all mean for physical works contractors, engineers and asset owners who manage or deliver contracts for major public assets like roads, water, facilities and open spaces?

Here are my top 8 predictions for how our world will change by 2027:

  1. The end of reactive maintenance (and customer complaints?) From the door hinge at the library through to the length of grass at the park, remote sensors will deliver continuous real-time asset condition and performance data. This will be crunched using AI to predict when an asset is about to fail so that a request for service is issued before a customer complains.
  2. End of the multiple asset owner. The platforms and integration of asset data across multiple asset types could mean a truly integrated delivery of services that it could be feasible that facilities, water, roading and open spaces asset owners could all be integrated into one asset owner and management function. Thus reducing the need for multiple government operational departments and contract delivery options.
  3. Unbundling of big contracts (Maybe the end of the big contractor). Future IT and Artificial Intelligence platforms, coupled with sensors on everything, will be able to manage asset data and coordinate work planning at a micro level. This will give asset owners real-time optimised data down to a micro level in which they will be able to predict and issue work orders for the smallest of faults. Coupled with the flexibility to create an Uber-type queuing system for jobs, means that even small tasks could get issued directly to pre-approved local suppliers for quoting. There may no longer be a need for contractors with large internal workforces who currently perform these types of jobs as part of major contracts.
  4. Driverless autonomous maintenance. Assets maintenance shifts towards being completely autonomous and remote, without the need for operators or supervision. Plant will locate to various sites around the network and be in operation 24/7. It is not hard to imagine solar-powered remote mowers maintaining parks or pipe root-cutting robots working day and night.
  5. The future maintenance worker will be more of a generalist.  We are likely to move towards 3D printing of replacement parts on-board an autonomous vehicle en route to a site.  Diagnosis will be automated. This means that the technician of the future will be a generalist who effectively swaps different assets or replacement parts in and out.
  6. You won’t need as much plant, assets, spare parts or personnel. With plant being solar powered and working autonomously, there will be no need for large pools of operatives, plant, corporate offices and yards. The real-time collection of asset condition and performance data will also mean that the traditional contract and asset management staff roles will no longer exist.
  7. There will always be a need for that personal touch. I believe customers will still want that human touch to deal with issues and for site liaison. Maybe I am being naive but the concept of automated machine-based empathy doesn’t work for me yet.
  8. Price, margin and budgets. In theory, a net reduction in plant, labour and hard infrastructure should mean a reduction in those costs. However, this may be offset with an increase in technology-based costs to support the new normal. I suppose the question for suppliers is not one of profit or revenue but more fundamental: how do I change the way I do business to prepare for the future?

At Height we help our clients prepare for the future by understanding trends in their industries and markets and helping them develop innovation strategies. Please get in touch to discuss how we can help your business.

Warner Cowin, Height CEO

An Engineer’s Guide to Working with Creative People – It Isn’t That Scary!

As an engineer, I have often seen myself and my colleagues struggle to maximise the opportunity to achieve innovative, game-changing outcomes through working collaboratively with creative people such as graphic designers, architects, fresh young minds or even big thinkers. Maybe it’s something in the engineer’s DNA that leads us to see only the constraints in other ways of thinking.

I used to worry that working with creative people would mean relinquishing control – something that could possibly spell disaster. Now on reflection, I realise our biggest achievements at Height have resulted from letting the creative juices flow, without allowing the engineering side to micro-manage the whole solution.

Since starting Height in 2013, I’ve built a team of engineers and creative people who successfully work together to develop world-class bids and procurement solutions for clients in New Zealand and overseas. Here are some of the things I’ve learnt about working with creative people:

Height's unique approach to tendering and procurement

Height's unique approach to tendering and procurement

  • Don’t assume you know what the creative solution already is – 101 stuff really but how often have we as engineers (technically competent as we are), come prepared with the solution already in our heads and effectively used our team as an extension of ourselves to document and create what we think is right? Be open minded, creative colleagues can provide a fresh perspective and clever solutions you may not have even considered.
  • Provide context, not look and feel – this is the challenge and where we often slip into predetermining the outcome. The trick here is to describe the broad outcome that you want to ultimately achieve in the context of the audience, key messages, emotions, risks, etc. Being too prescriptive in the early stage will frustrate your creatives and limit their ability to make something new and exciting.
  • Let creative people be creative – this is often where the magic happens, so once briefed, I find that if I give my creatives some space and a chance to work up a concept without my meddling, it gives them the opportunity to explore their full creative and innovative thinking. If they need any more detail or information from you - they’ll ask.
  • Understand that creativity is an iterative and interactive process – the power of working up an initial concept provides a starting point for everyone to work from. Its ok for it not to be right first time, it will likely take some refinement and reworking.
  • Review with the end audience in mind – this is where we can undo all the good creative work and revert to our original predetermined solution. Try to put yourself in the end users’ shoes (they may not be engineers) and use your wider team to challenge, review and update the creative solution.

So, engineers, have faith and a little trust in those creative colleagues. Relinquish some control and you might be surprised to see what game-changing or profitable solutions may come from it.

Warner Cowin

CEO at Height and Engineer

“Australasia’s Leading Technical Tendering and Procurement Specialists”

5 reasons to intern at a small business - insights from our Height interns

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Here are some top reasons why interning at a small business is just as valuable as experience gained with a large corporate.

Every student knows how stressful researching and applying for internships can be. What many don't know is that you don’t have to stick to the big corporates – interning at a small business can be just as (or even more) awesome. From two current interns, here are five reasons to intern at a small business.

1. Ownership and responsibility

In a small business, you get given responsibility for projects and deliverables almost immediately. Due to their limited resources, they need to trust you early on – whether that means one-on-one client visits, working with confidential information or being involved with strategic decision-making. The challenge here is you have to learn fast to keep up with information and responsibility thrown your way from day one. Say yes and then figure out how to do it!

2. Diversity of experience At Height, interns write reports, edit contracts, facilitate innovation workshops and so much more. The diversity of experience is massive compared to the niche roles you would fill in a larger organisation. There is something uniquely satisfying about a role where you construct your desk on the first day and present to a client’s leadership team one month in.

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3. Listening and being heard – your opinion counts! Small businesses have to be great listeners to understand what their customers, suppliers and other stakeholders need. If they don’t, they will be out-competed by a larger or more relevant competitor. This means that they’re great at listening to you, even as an intern. When you contribute it’s exciting to see your suggestions in the products delivered to clients. To succeed, you need to learn to be just as good a listener as your team.

4. Being part of a small team

Over the course of two months, you get close enough to tease your boss about his ancient car and remember the names of your colleagues’ spouses and children. When you work in a small team, they quickly become your friends. But if you feel like you don’t fit in with the crew, it might be a rough few months. Don’t be afraid to ask to meet the team when you apply. Most of all, don’t accept a role if you’re certain you won’t be happy there.

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5. Flexible working arrangements Flexible working arrangements are a big perk of interning at a small business. Everyone knows what everyone else is doing, so you’re trusted to work from home or leave early to shoot off to your personal trainer. The downside is you have to manage your workload carefully and make things happen close to deadlines. You get used to going home anytime from midday to 10pm.

Interning at a small business doesn’t have to be your second choice; they are competitive, well-rounded experiences where you face a new challenge everyday. If this sounds like you, just go for it!

About the Authors – Interns at Height:

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Jade Crawford – Recent University of Auckland Graduate, Majors: Accounting, Geography, Management and Psychology, third culture kid and gym bunny

Patrick Williams – Third Year at University of Canterbury, Majors: Finance and Accounting, road hazard (cyclist) and weekend adventurer