Millennials and the construction industry: Opportunities to learn
An interesting thing is happening in the workplace, it’s being taken over by millennials.
Perspectives
We’ve gathered our experience and intelligence in one place to provide you with our latest thoughts, reports and insights.
Perspective
30 March 2020
Asia's COVID-19 approach reveals lessons for projects and programmes
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Client Interview: HM Revenue & Customs embraces its digital future
Transforming and reforming: HM Revenue & Customs embraces its digital future.
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The real estate revolution: Why the time for change is now
Disruption is finally coming to the real estate sector, unlocking major advantages for asset owners.
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Back to the future: Setting up projects for success in Mexico
A report published in October in 2018 by thinktank México Evalúa drew some shocking conclusions about large public projects in Mexico: they tend to double in both programme and cost.
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Seeking social value: Increased investment requires modified governance models
As Australia ploughs billions of dollars into its public transport infrastructure, a rethink is required to improve project prioritisation and ensure the public receives the best value from high levels of investment.
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Modularisation and prefabrication: Shaping the future of capital project investment in China
The Chinese Government is vigorously promoting prefabricated construction to improve efficiency, reduce pollution and lessen the labour intensiveness of the industry.
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Empire State Building: A race for the sky
Against the backdrop of the Great Depression of the late 1920s, the 103-storey Empire State Building was built in just 410 days. Today, new towers are starting to soar again en masse in New York City for the first time since the boom of the 1980s.
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Real estate and aerospace: ripe for disruption?
The aerospace industry in North America is adjusting to new entrants and technological innovation, but its physical real estate is lagging behind.
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Time to think harder about the ‘partnership’ in PPP
As European governments grow sceptical about the success of public private partnerships, it’s time to focus on that third ‘P’. This model is at its best when all parties strive for meaningful collaboration throughout – and avoid becoming adversarial.