In a global market characterised by rapid change, few regions match the pace of transformation in Asia. Yet there remain vast differences in the levels of development between countries.
Decision making – A hierarchical and opaque decision-making culture dominates many infrastructure programmes in Asia and acts as a drag on performance. Late decisions are a key reason for delays and additional cost.
Transactional supply chain behaviour – Similarly, a ‘claims culture’ persists within the supply chain (with grievances and blame stored up until a programme’s conclusion). This presents barriers to innovation and improved performance.
Investment in programme set up – Almost half of respondents in Asia feel that too little time spent at the planning stages. Investment in planning and more progressive procurement and contracting models could facilitate the adoption of global best practice in asset, programme and cost management, while setting clear parameters for decision-making and supply chain collaboration.
The power of legacy – More positively, programme success in Asia is increasingly judged on quality and legacy, as well as traditional ‘on schedule’, ‘on budget’ measures. The industry should use this as a lever to encourage greater planning and a more collaborative culture.
Investment in programme planning could overcome some engrained cultural barriers to change in this dynamic, high-growth region.