{"id":79128,"date":"2020-10-28T16:53:41","date_gmt":"2020-10-28T15:53:41","guid":{"rendered":"https:\/\/blog.bluebeam.com\/se\/?p=79128"},"modified":"2025-11-06T18:45:25","modified_gmt":"2025-11-06T17:45:25","slug":"construction-industry-culture","status":"publish","type":"post","link":"https:\/\/blog.bluebeam.com\/se\/construction-industry-culture\/","title":{"rendered":"\u00c5terer\u00f6vra innovationen \u2013 skapa en gynnsam kultur f\u00f6r nya id\u00e9er"},"content":{"rendered":"\n

Illustration av Kim Salt<\/em><\/p>\n\n\n\n

F\u00f6r\u00e4ndring \u00e4r oundvikligt. Vare sig det handlar om ny teknik, nya krav eller, som p\u00e5 senare tid, en global pandemi, m\u00e5ste alla branscher anpassa sig och innovera. Byggbranschen \u00e4r inget undantag.<\/p>\n\n\n\n

I byggbranschen st\u00e5r man dock inf\u00f6r unika utmaningar. M\u00e5nga byggprojekt kr\u00e4ver enorma initiala investeringar och tidschemat \u00e4r extremt pressat, vilket begr\u00e4nsar f\u00f6retagens m\u00f6jligheter att innovera p\u00e5 samma s\u00e4tt som i andra branscher.<\/p>\n\n\n\n

Innovation i byggsektorn fungerar till exempel inte som i teknikbranschen, d\u00e4r disruption betraktas som n\u00e5gonting positivt, s\u00e4ger Ricardo Vargas<\/a>. Ricardo \u00e4r f\u00f6rfattare, konsult inom projektleverans och vd f\u00f6r\u202fBrightline Initiative<\/a>. \u201dMan kan inte bara testa n\u00e5got, misslyckas, och sedan s\u00e4ga att \u2019det d\u00e4r fungerade inte, s\u00e5 vi skrotar det\u2019, eftersom kostnaderna \u00e4r s\u00e5 h\u00f6ga\u201d, s\u00e4ger han.<\/p>\n\n\n\n

Vi lever i en v\u00e4rld d\u00e4r innovation och f\u00f6r\u00e4ndring sker i en rasande fart. Hur lyckas f\u00f6retagsledare i byggbranschen fr\u00e4mja en innovationskultur och samtidigt f\u00e4rdigst\u00e4lla projekt i tid och under budget?<\/p>\n\n\n\n

Skapa en \u00f6ppen och kreativ milj\u00f6<\/h3>\n\n\n\n

Ricardo Vargas tror att det, trots stora strukturella skillnader de tv\u00e5 sektorerna emellan, finns saker att l\u00e4ra sig av de stora teknikf\u00f6retagen n\u00e4r det g\u00e4ller att fr\u00e4mja innovation och f\u00f6r\u00e4ndring.<\/p>\n\n\n\n

Framf\u00f6r allt b\u00f6r byggledare st\u00e4lla sig fr\u00e5gan: \u201dvad kan jag l\u00e4ra mig av den h\u00e4r oerh\u00f6rt disruptiva branschen och till\u00e4mpa p\u00e5 v\u00e5r infrastruktur?\u201d, s\u00e4ger Ricardo. \u201dHur de kommunicerar, engagerar sina anst\u00e4llda, fr\u00e4mjar ledarskap och f\u00f6rs\u00f6ker experimentera med nya material.\u201d<\/p>\n\n\n\n

Att etablera en s\u00e5dan \u00f6ppen och kreativ milj\u00f6 som teknikf\u00f6retagen \u00e4r k\u00e4nda f\u00f6r \u00e4r centralt f\u00f6r innovation inom byggande. Ricardo varnar dock f\u00f6r att en s\u00e5dan milj\u00f6 inte alltid \u00e4r f\u00f6rdelaktig vid projektgenomf\u00f6rande i byggbranschen. Till syvende och sist m\u00e5ste f\u00f6retagsledningen sammanf\u00f6ra tv\u00e5 olika s\u00e4tt att t\u00e4nka: ett som \u00e4r \u00f6ppet och kreativt och fr\u00e4mjar id\u00e9kl\u00e4ckning, och ett som \u00e4r mer pragmatiskt och kan oms\u00e4tta id\u00e9erna i praktiken.<\/p>\n\n\n\n

Duktiga innovat\u00f6rer vet att det inte bara handlar om att komma p\u00e5 nya id\u00e9er. Arbetsstyrkan, f\u00f6retaget och branschen i stort m\u00e5ste vara beredda p\u00e5 att ta emot id\u00e9erna och de f\u00f6r\u00e4ndringar som f\u00f6ljer med dem, menar Samad Sepasgozar<\/a>. Samad \u00e4r f\u00f6rel\u00e4sare p\u00e5 University of New South Wales i Australien och forskar om byggprojektledning.<\/p>\n\n\n\n

Har branschen i sig r\u00e4tt infrastruktur och mentalitet f\u00f6r att acceptera en ny teknik eller process? \u00c4r organisationen villig att investera tid och pengar i innovation och utbildning inom byggande? Har medarbetarna den kompetens och utbildning som kr\u00e4vs f\u00f6r att anv\u00e4nda innovationen?<\/p>\n\n\n\n

Till\u00e4mpningen av en viss innovation kan misslyckas p\u00e5 vilken som helst av dessa niv\u00e5er.<\/p>\n\n\n\n

Haskells innovationsutveckling<\/h3>\n\n\n\n

Bygg- och ingenj\u00f6rsfirman Haskell har l\u00e4rt sig det h\u00e4r den h\u00e5rda v\u00e4gen. 2018 bildade f\u00f6retaget, som \u00e4r baserat i Jacksonville i Florida, en separat verksamhetsgren \u2013 Dysruptek<\/a> \u2013 med inriktning p\u00e5 att identifiera och investera i ny teknik och till\u00e4mpa den i Haskells projekt.<\/p>\n\n\n\n

\u201dVi gjorde en rivstart, och tittade p\u00e5 vad som fanns d\u00e4r ute som kunde hj\u00e4lpa oss att bli b\u00e4ttre eller mer effektiva. Vi hittade ett par id\u00e9er som vi hade h\u00f6ga f\u00f6rv\u00e4ntningar p\u00e5\u201d, s\u00e4ger Hamzah Shanbari, som ansvarar f\u00f6r byggnadsteknik och byggnadsinnovation p\u00e5 Haskell. \u201dV\u00e5rt tillv\u00e4gag\u00e5ngss\u00e4tt i b\u00f6rjan var att s\u00e4ga \u2019vars\u00e5god, projektledaren, h\u00e4r har du en ny teknik som vi har utv\u00e4rderat och tycker att du borde anv\u00e4nda \u2013 s\u00e4g till om du har n\u00e5gra fr\u00e5gor\u2019. Det fungerade inte s\u00e5 bra.\u201d<\/p>\n\n\n\n

Projektledarna tenderade att vara oense med Dysruptek om var ineffektiviteterna fanns. \u201dVi f\u00f6rs\u00f6kte pracka p\u00e5 medarbetarna inom organisationen ny teknik, och det ledde ingenvart\u201d, s\u00e4ger Hamzah. \u201dS\u00e5 den modellen fick vi \u00e4ndra p\u00e5.\u201d<\/p>\n\n\n\n

Dysruptek jobbar fortfarande med att unders\u00f6ka ny teknik i byggbranschen genom att st\u00e4lla fr\u00e5gor om vilka problem produkten f\u00f6rs\u00f6ker l\u00f6sa. Men numera fr\u00e5gar de \u00e4ven projektledarna vilka problem de st\u00e5r inf\u00f6r. N\u00e4r man vet inom vilka omr\u00e5den som projektledarna \u00e4r \u00f6ppna f\u00f6r att prova nya id\u00e9er kan Dysruptek presentera en rad f\u00f6runders\u00f6kta l\u00f6sningar f\u00f6r dem.<\/p>\n\n\n\n

Den st\u00f6rsta utmaningen f\u00f6r Dysruptek \u00e4r dock fortfarande att f\u00e5 st\u00f6d fr\u00e5n anv\u00e4ndarna, och forskning visar att effektiviteten sjunker n\u00e4r nya tekniker eller processer inf\u00f6rs. Det \u00e4r ett stort hinder f\u00f6r mindre f\u00f6retag eller projekt med sn\u00e4va marginaler.<\/p>\n\n\n\n

\u201dI en bransch som byggbranschen \u00e4r det viktigaste att man har ett riktm\u00e4rke\u201d, s\u00e4ger Samad Sepasgozar. \u201dDet betyder att projektledare beh\u00f6ver se n\u00e5gon anv\u00e4nda tekniken och d\u00e4rigenom h\u00f6ja produktiviteten, s\u00e4kerheten eller kvaliteten.\u201d<\/p>\n\n\n\n

Enligt Hamzah Shanbari handlar skapandet av en innovationskultur i byggbranschen i slut\u00e4nden om att se till att alla inom f\u00f6retaget \u00e4r \u00f6verens, b\u00e5de i fr\u00e5ga om projektet och om f\u00f6retagets \u00f6vergripande uppdrag.<\/p>\n\n\n\n

\u201dMan m\u00e5ste utg\u00e5 fr\u00e5n m\u00e4nniskorna\u201d, s\u00e4ger Hamzah. \u201dJu mer vi pratar med dem om uppdraget och om vad innovationerna ska leda till, desto b\u00e4ttre. Det \u00e4r inte det att vi bara vill \u00e4ndra p\u00e5 ditt arbetsfl\u00f6de eller p\u00e5 arbetsbelastningen, eller l\u00e4gga mer pengar p\u00e5 ny teknik. Det handlar om att vi vill bli mer effektiva, inte bara som individer, utan ocks\u00e5 som f\u00f6retag.\u201d<\/p>\n\n\n\n

Byggbranschen har historiskt sett varit l\u00e5ngsam med att till\u00e4mpa ny teknik. Se hur vinden h\u00e5ller p\u00e5 att v\u00e4nda.<\/h2>
<\/div><\/div>
G\u00d6R S\u00c5 H\u00c4R<\/a><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

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