Scaling

Summary

SCALING is the final state in this digital transformation journey, and it can be one of the longest and most complex states as the change is adopted by the entire industry. Where IMPLEMENTING state tests the collaborative framework and transformation approach with a selection of projects, typically with the most supportive stakeholders, the SCALING state is focussed on taking this same change to a much wider audience across the entire industry, some of these will be supporters, some will be neutral, and some will be resistant to the change. The purpose of this state is to grow gradual maturity across the entire industry and communicate the change required in an easy-to-understand way to support adoption.

The SCALING state relies a lot on spreading knowledge and awareness through a network of supporters and advocates for change, both in the public and private sector. The SCALING state makes use of developing communities which can spread awareness at scale and to also work with existing community groups and associations. Once SCALING has achieved its initial goals, then the transformation programme can look to further optimise its outputs to gain greater benefits from the transformation. Effectively SCALING then follows a process of continuous improvement, potentially leading to future programmes going back through the JUSTIFYING, MOBILISING, DEVELOPING, and IMPLEMENTING states.

The Global BIM Network Information Collection contains summaries and links to many examples of the outputs from SCALING which were prepared by different countries, states and organisations from across the world.

See all resources in the Information Collection related to SCALING

Overview of the common considerations and outputs covered in this section.

Scaling from the perspective of the network personas

Why is Scaling important?

Scaling is vital in the digital transformation journey as it marks the shift from pilot testing to full cross industry adoption where the full value of the change is realised. Unique challenges arise during this state, including the need for scalable capacity building and communication for thousands of stakeholders. Policymaker leadership becomes essential, employing incentives and regulations to support adoption. Peer groups emerge to support stakeholders, ensuring the change becomes business as usual, driving maturity and value realisation.

The SCALING phase spans national, organizational, and project levels, necessitating adaptability to diverse contexts. It’s essential in transferring responsibility from the change teams and pilot project to the industry, embedding the change within core processes and enabling progress tracking to ensure the transformation’s success.

Common Considerations:

Broad, scalable communications and change management

This consideration as part of SCALING the implementation is about ensuring that messages, strategies, and actions for change reach a wide audience effectively. As the transition from a small selection of pilot projects to widespread adoption involves various organisations and stakeholders, it’s essential to communicate and manage change on a large scale. This encompasses reaching national, organisational, and project levels, building capacity, and developing guidance for diverse sectors. It also involves supporting academia, industry, and communities of practice, as well as addressing implications beyond the primary objectives of the change, such as related opportunities and value creation. Empowering and enabling others to take key messages and support conversations at scale is a crucial consideration in transforming an industry.

Application of all transformation states for each implementing sector / organisation / programme

As the programme develops and expands across the industry there may be a need to apply all stages of transformation to different contexts, whether that is applying change in sectors, organisations, or larger scale projects. In the context of SCALING, this means ensuring that the entire process of change, from initial justification to full-scale implementation is applied to each specific sector or organisation. It emphasises the importance of tailoring the transformation journey to the unique needs and challenges of various sectors and organisations, thereby maximising the likelihood of successful adoption and integration.

Adapting the solution for varying sectors and conditions

This involves adapting, customising and further developing the transformation approach to suit different industry sectors and changing circumstances. Consideration should be given to the changing strategies and practices needed to meet the specific needs and challenges of each sector or situation. By doing so, the implementation of the transformation programme can be more relevant to the stakeholder groups, ensuring that the transformation is not a one-size-fits-all approach but instead is flexible and adaptable, ultimately increasing the chances of success across diverse conditions and sectors.

Enablement of industry, academia and communities of practice to support capacity building

This encourages cooperation between industry experts, educational institutions, and communities of practice to facilitate a widespread understanding of the transformation and to develop the capacity needed to deliver the outcomes. The objective is to establish a supportive environment for individuals, projects, and organizations to enhance expertise in their specific domains, thereby fortifying the capacity delivery in this new way of working. This collaborative endeavour fosters a comprehensive and enduring approach to skill and knowledge development across a wide range of supportive stakeholders.

Implications beyond BIM (problems and opportunities)

This consideration acknowledges that SCALING the transformation process up across the industry may lead to both unforeseen challenges and unexplored advantages beyond the initial scope. There are some actions and activities from the transformation team during this state to measure and review the adoption of the change and look at how this is progressing against the original plan. As time goes on and both the capabilities of the industry increase and the technologies being used become more sophisticated consideration should be given to additional opportunities which may be able to be achieved under this programme of by an extension of the programme going back to the JUSTIFYING state.

Transitioning away from legacy methods

In order to make the transition successful it needs to become the new business a usual, and to do this there should be a consideration on how to effectively convey the message that this is the new standard method of working. It is crucial to manage the transition away from traditional methods by phasing out outdated practices, systems, and technologies in a staged manner, and at the same time ensuring the change is adopted by all stakeholders rather than becoming a specialism in addition to older practices. This consideration also highlights the importance of proper planning and support to navigate this shift from old ways of working, whilst at the same time avoiding operational and project disruptions.

Increasing maturity of digital requirements and solutions

As the adoption of BIM grows, the requirements for digital solutions and processes continue to evolve. It’s crucial to foster the development and maturation of digital tools and solutions that align with the changing needs of the industry or specific sectors. This ensures that the technology remains relevant, robust, and capable of supporting the long-term goals and objectives of the transformation program.

Common outputs at this stage:

Incentives and enforcement (carrot and stick)
(see examples in the Information Collection)

Achieving transformation goals often requires a combination of positive incentives (“carrots”) and regulatory measures (“sticks”) to motivate adoption and compliance. These strategies can encourage sectors and organisations to adopt BIM practices willingly while ensuring adherence to established standards through enforcement. Often these initiatives create a sense of urgency and requirement across industry which can spark further awareness raising, communication and discussion within various communities.

Capacity Building solutions
(see examples in the Information Collection)

Developing and implementing effective training and educational programs is essential to build the knowledge and skills necessary for successful BIM adoption. These capacity-building initiatives provide the workforce with the competencies needed to engage with BIM practices effectively. Capacity-building should be considered at all levels and focus on the technology needed to deliver, the framework or processes people need to follow, and the general understanding of the change.

Communities of Practice
(see examples in the Information Collection)

The formation of collaborative groups or communities of practice allows professionals to exchange knowledge, share experiences, and provide mutual support related to the topic of the transformation. This fosters a culture of continuous learning, aiding in the successful adoption and integration of BIM within different sectors and organisations. Communities of practice could be national level groups with hundreds or even thousands of participants or they could be regional, organisational or project specific groups with fewer people. Communities of practice can be set up to look at the wider transformation and change to provide support and guidance on this or they could be developed with a specific focus area, such as a specific sector of the industry to support adoption in that area.

Case studies and lessons learned
(see examples in the Information Collection)

Documenting and disseminating the experiences and outcomes of BIM implementation through real-world case studies and lessons learned can help others navigate the transformation process more efficiently. Case studies not only help to explain the change needed as well as sharing lessons learnt and benefits realised, but they also help to create a sense of competition across industry. These case studies help to highlight those organisations and projects who are successfully adoption change and put these out as a champion and leader of change across their peers. These case study resources offer the wider industry valuable insights into best practices, challenges, and solutions and are easily shared across a wide range of stakeholders.

Progress and benefits realisation reporting
(see examples in the Information Collection)

Monitoring and reporting on the advancement of BIM implementation, along with the realisation of its associated benefits, provide transparency and accountability. Regular progress reports ensure stakeholders remain informed about the status of the transformation initiative and its impact. In addition to this, mechanisms such as benchmarking of cross industry organisational progress and methods of celebrating success, such as awards, can also be powerful ways of motivating further action to scale wider adoption and drive continuous improvement.

Detailed guidance for specific contexts
(see examples in the Information Collection)

Offering comprehensive guidance tailored to specific contexts, sectors, or projects helps to streamline BIM adoption and reduce the potential barriers to adoption. These guidelines provide clear instructions and recommendations, addressing unique challenges and considerations relevant to each setting, ultimately enhancing the successful integration of BIM practices. Detailed BIM guidance can also be extended into specific tools and templates to support the widespread adoption in a standardised way.

Case Study Examples

UK – Coming soon…