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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
What needs to change for your business to grow sustainably? The engineering and construction industry is at a tipping point: How can we foster long-term growth in uncertain times? How do we navigate technology-driven disruption and meet the challenge of net zero emissions? And how do we create a more inclusive, collaborative, and sustainable industry for the future? The Steel Ceiling: Achieving Sustainable Growth in Engineering and Construction highlights current issues facing businesses in the engineering and construction sector in Australia--and outlines what it takes for your business to withstand the economic test of time. This book gives you the strategic plan you need to break through the "steel ceiling" holding you back. In clear and actionable terms, with examples and stories from the industry, it outlines an effective methodology you can use to grow your enterprise sustainably--from a small business to megaproject capability. * Develop a clear understanding of the economic forces impacting the infrastructure sector in Australia * Craft a roadmap for evolving your business and remaining competitive in today's landscape * Build leadership skills and hone the vision, values and culture that drive your business * Learn how to better manage precious time, increase revenue, and improve returns on equity * Implement the four pillars that are the foundation for a thriving, sustainable business Author Peter Wilkinson has more than 30 years' experience in transforming industry business capability, from small business to large-scale government projects. In this book, he provides you with the knowledge and the game plan you need to build a thriving business ready to compete in today's industry environment.
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Seitenzahl: 447
Veröffentlichungsjahr: 2022
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Table of Contents
Cover
Title Page
Copyright
Dedication
A note to the reader
Preface: My story
The value of practical education
From engineering to business
Introduction: What needs to change for your business to grow sustainably?
What's missing and what's at risk?
Understanding the infrastructure engineering and construction industry
Your roadmap for growing a sustainable business
Part I: The Context
CHAPTER 1: Infrastructure engineering and construction in Australia
The baby boom driving the housing boom
Motor vehicles and the Australian suburb
Public trams make way for cars
The rise of motorways
The 1990s onwards: Urban sprawl
Water supply and the millennium drought: 1997 to 2009
Water recycling
Electricity transmission
Australia's gas network
Renewable gas: The hydrogen story
CHAPTER 2: The economics of boom and bust
Understanding the economic cycle
Boom and bust: Predicting the cycle
Diagnosing the situation
The Investment Clock
CHAPTER 3: External forces and industry consolidation
International involvement in Australia's infrastructure engineering and construction industries
International domination
The structure of the local industry
The attractiveness of the local industry
The economics and politics of infrastructure demand
The local competitive environment
Identifying the competition: The Five Forces Model
Capital requirements
Regulatory and legal restrictions
Competitive pressure
Margin squeeze: The consequences
What to do: Business response to competitive pressure
Government procurement intervention
An alternative perspective regarding market consolidation: Passenger railcar industry case study
CHAPTER 4: Analysing shifting demand, needs, and investment imperatives
Mid‐2010s industry growth cycle
Transition from mining to transport infrastructure
What is the current supply and demand outlook for the industry?
How important is it to build the right infrastructure?
What is productivity?
Why is productivity important?
What is Australia's recent productivity trend?
How does transport infrastructure investment contribute to overall productivity?
What are the challenges in delivering the right infrastructure projects?
What is the ‘right infrastructure' for the future?
What are our future needs?
CHAPTER 5: The evolving role of government in infrastructure
Competitive tendering of services
Privatisation: Make or buy
Public sector capability
Commercial models
Complex infrastructure procurement: Commercial implications
The way forward
Part II: The Why
CHAPTER 6: Personal lessons in business
From government to private sector
The transformation of Australia's national railways
Serco and transport outsourcing
Melbourne trains and trams franchises
International opportunities
GHD infrastructure consulting
Reliance Rail Waratah Trains PPP
Transfield Services: Back to outsourcing
Maintrain re-tender
Business advisory and coaching
CHAPTER 7: Business vision and values
The importance of context
Applying context in business
The Golden Circle theory
Critical questions to help diagnose vision issues
Values and team alignment
Choosing the right values
Leaders should own the process of formulating business values
The three steps of the values distillation process
Behavioural alignment: The fourth step
Trust: The glue binding the business together
Effective feedback: The Johari Window
An alternative approach to feedback: Radical truth and transparency
Building trust via integrity
Brain functioning gets in the way of trust
CHAPTER 8: Effective leadership
Leadership's industry challenge
Do leaders make a difference?
The link between effective leadership and project performance
What does best-practice project leadership look like?
Leadership: Great man versus great leader
Leadership lessons for professional services firms
Leadership from an unstructured perspective
What can be drawn from these observations?
Leadership: The role of followers
Part III: The What
CHAPTER 9: What is strategy?
Strategy: An uncomplicated answer to a complex problem
A brief history of strategy
Game Theory
The essence of sustainable competitive advantage: Strategic options
The strategy of market position
Strategic fit and sustainable competitive advantage
CHAPTER 10: The roadmap
The sustainability equation
Understanding the tipping point: The revenue trap
Capacity management
Designing the roadmap
The two questions that define your business roadmap
Managing revenue growth
Art and science: Designing the roadmap
Effective business governance
Part IV: The How
CHAPTER 11: Pillar 1: Product capability and fit
Product as the foundation of business
Developing effective business capability
Management's role in capability building
Product and fit
CHAPTER 12: Pillar 2: Revenue channels and sales processes
The connection between position and unique selling proposition
Partnerships: Sourcing new revenue and higher-value business
Building effective business relationships
Creating effective partnerships
Business opportunities pipeline management: What shape is the funnel?
Sales: Successful tender submissions
Deepening client relationships
CHAPTER 13: Pillar 3: Operational functions
Efficiency, effectiveness and fit
Business organisational architecture
Managing the organisation
Managing change
Productivity and COVID-19 learnings
Breaking the cycle: The power of focus
Key organisational skills: Problem-solving
Design thinking
Complex problem-solving
Quantitative analysis applied to project estimation
A better answer
Using negotiation as a problem-solving tactic
KPIs : Measuring the management system
CHAPTER 14: Pillar 4: Business assets
People as assets
Leveraging your ‘secret sauce'
What to innovate
How to innovate
A note on external facilitation
Management strategies for innovation
Managing the business portfolio
Building business valuation and enabling succession
Conclusion: Embedding business improvement
Why business coaching?
Tools and frameworks for better communication
Coaching techniques: Asking the right questions
The power of action
References
Introduction
Part 1
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Part 3
Chapter 9
Chapter 10
Part 4
Chapter 11
Chapter 12
Chapter 13
Chapter 14
Conclusion
Index
End User License Agreement
List of Tables
Chapter 3
Table 3.1: Porter's Five Forces—barriers to entry
Chapter 9
Table 9.1: Elements comprising competitive advantage
Table 9.2: Determining the product/price or market/service position
Chapter 11
Table 11.1: Typical infrastructure project development and delivery activity...
Chapter 12
Table 12.1: Stages of the business opportunity pipeline
Chapter 13
Table 13.1: Bargaining styles
List of Illustrations
Introduction
Figure A: Tipping point framework
Chapter 1
Figure 1.1: Rainfall deciles for the millennium drought (1997—2009)...
Chapter 2
Figure 2.1: The confidence of Sydney's consumers plummeted during the winter...
Figure 2.2: Worldwide GFC 2009, then by 2012 hesitant and uneven recovery...
Figure 2.3: GDP Australia
Figure 2.4: The Investment Clock
Chapter 3
Figure 3.1: Major transport infrastructure projects work won by $bn since 20...
Figure 3.2: Infrastructure pipeline by project status
Figure 3.3: Five Forces Model
Chapter 4
Figure 4.1: Major transport infrastructure projects –Australia
Figure 4.2: Pipeline forecast by expenditure
Figure 4.3: GDP versus productivity and credit cycles
Figure 4.4: Contributions to growth in average incomes
Figure 4.5: Market sector multi‐factor productivity, 1973–74 to 2012–1315...
Figure 4.6: Market sector, productivity growth—hours worked basis...
Figure 4.7: Gross fixed capital formation, transport related 1989–90 to 2012...
Figure 4.8: Australian Government investments in rail and road, 1988–89 to 2...
Figure 4.9: Private new capital expenditure: Actual transport, postal and wa...
Figure 4.10: Pipeline forecast by expenditure: Energy sector projects
Chapter 7
Figure 7.1: Johari Window
Chapter 9
Figure 9.1: Segmentation, targeting, positioning (S-T-P) framework
Figure 9.2: The relationship between key business activities in Serco Group.
Chapter 10
Figure 10.1: The tipping point
Figure 10.2: Theoretical growth curve
Chapter 11
Figure 11.1: Simple pre-/core/post-product chain
Figure 11.2: The steps to building business resources and capabilities
Sour
...
Chapter 12
Figure 12.1: Simple four-step process: partnership relationship establishmen...
Figure 12.2: What shape is your business opportunitiespipeline?
Chapter 13
Figure 13.1: Sample: Business systems architecture map
Figure 13.2: Sample organisation chart: Early phase functional structure
Figure 13.3: Sample organisation chart: divisionalstructure
Chapter 14
Figure 14.1: 3 Horizons
Figure 14.2: Growth share matrix
Figure 14.3 Business assets
Conclusion
Figure B: DiSC personality types
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
A note to the reader
Preface: My story
Introduction: What needs to change for your business to grow sustainably?
Begin Reading
Conclusion: Embedding business improvement
The power of action
References
Index
End User License Agreement
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There are a few critical basic criteria to achieve for growth and success in the Infrastructure business. Refresh your understanding of the industry, where your business fits and what it offers before setting your vision for development and growth. All too often there is an urge to charge on forgetting there is a need to recognize what are the key elements to achieve success.
Whilst technology has developed in giant leaps it is essential to keep our feet on the ground as real success is driven by competent people working in a disciplined and professionally led team.
Peter fits all the pieces of this puzzle together.
Robert J (Bob) Evans, MD Evans Project Management Services
BE(Hons) FIE Aust CPEng EngExec NER APEC Engineer IntPE(Aus)
The Steel Ceiling is necessary reading for anyone in the engineering and construction industry. Australia is in need of strong businesses in this sector who are able to compete on a global stage and remain sustainable in uncertain times. Peter provides the framework to do this, explains the coveted tipping point of growth and provides the tools for navigating this volatile industry.
Kim McGuinness, Business Consultant, Mentor and Founder ofco-created.biz
Starting up and scaling a new business in the infrastructure sector is challenging, confusing and stressful. Better understanding what lies ahead, before you reach each stage, will lead to a more successful outcome. The Steel Ceiling will not only help you to identify what will influence the outcome you strive for, but provide you with the easily understood and implemented tools. These will enable you to plan for, and navigate the road to success. The strategies discussed in this book, have been instrumental in our journey and I am confident that everyone who reads this, will recognise its value.
Logan Mullaney, Managing Director of InQuik Australia & President of InQuik USA
Many people who start businesses in the construction industry do so on the back of holding key positions as an employee in project delivery. Whilst the passion, vision and knowledge of how to construct a project is typically very strong, often the external challenges of the industry, business stages and strategy are overlooked by a belief and genuine intent that delivering a good job for the client, will be enough to succeed. Hence many find themselves at the Tipping Point, when the excitement of owning a business starts to fade and turns to the reality of its challenges. This book ‘nails’ these very common trends and I highly recommend its features to anyone who is truly serious about building a sustainable business in the construction industry. A MUST READ.
Derek Mullally, Managing Director, Quickway
The Steel Ceiling is a timely prompt to principals, contractors and technical advisors to review their interaction in a market that is increasingly unbalanced. The author expertly draws out the risks to all players if alternative approaches to scope development and project procurement are not examined with objective vigor.
Jock Murray AO, consultant, Company Director
Energy use in building is about 27 per cent of global CO2 emissions. So those in the engineering and construction industries will need to balance the rising demands of external climate stakeholders with the changing economics of new business models and technologies. Peter Wilkinson guides the reader on how to juggle these forces in a practical way, honed by a career consulting to Australia's engineering leaders.
Geoff Waring, Managing Partner, Stoic Venture Capital
The Steel Ceiling empowers business owners to become advocates of ‘beginning with the End in Mind’. In the engineering and construction industry, there is generally no shortage of technical talent and expertise. The shortage is in business acumen. Peter fills this gap by introducing the simple model of the '4 Key Pillars' which may be used systematically to sustainably grow one's business in this sector. A must-read for all who want their business to withstand the test of time.
William Zhang, Founding Director, Palantir Consulting
The Steel Ceiling
Achieving Sustainable Growth in Engineering and Construction
Peter Wilkinson
First published in 2023 by John Wiley & Sons Australia, Ltd
Level 1, 155 Cremorne St, Richmond Vic 3121
© John Wiley & Sons Australia, Ltd 2023
The moral rights of the author have been asserted
ISBN: 978-1-119-91044-2
All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.
Cover design by WileyCover Image: © Fair.ksd/Shutterstock
Disclaimer
The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.
To my loving and supportive wife and partner Dianne, who placed her trust in me when I began this phase of my journey over a decade ago.
‘Love does not consist in gazing at each other, but in looking outward together in the same direction’
Antoine de Saint-Exupéry (French writer, poet, aristocrat, journalist and — interestingly — pioneering aviator)
A note to the reader
Writing is not a natural process for me. I'm someone who, when faced with spare time to fill, typically seeks a new outdoor pursuit. Book writing undoubtedly fits squarely into the category of ‘indoor time'.
Nevertheless, once the idea of writing this book took hold, research on the writing game led me to one of my favourite authors. Po Bronson's What Should I Do with My Life? and Why Do I Love these People? profoundly moved and inspired me. As it turned out, not only was Po's birthdate within two years of mine, but he had also pursued a ‘real' career in finance before abandoning it in favour of writing. This seemed to me to be the perfect case study upon which to model my own journey. Imagine my horror when I discovered that Po's writing method consisted of locking himself away in a space literally the size of a small cupboard to create the necessary silence and focus to pursue his craft!
The next and more fundamental challenge concerned natural talent. They say that there is a book in everyone. I'm still not fully convinced of the truth of this statement. However, I am now sure that some books are buried more deeply within than others, as mine was certainly well internalised. I was comforted to learn that Elizabeth Gilbert, acclaimed author of Eat, Pray, Love, characterises her creative process as ‘mule-like'. An apt description of my own efforts.
The final challenge concerned the practicalities of taking myself offline from my business for what I anticipated to be some months — as was suggested by those I approached with previous experience in this field — to focus on completing the task at hand. I dwelt for quite some time on the attractiveness of the project, and the various advantages and disadvantages, before realising that I was falling back into a long-standing habit of procrastination by looking for an excuse not to get started on the project in the first place. This did not change the reality of needing to earn a living; however, the awareness did shift me towards finding the time to devote to the book.
The most productive phases of my life have occurred when I have overcome the inertia borne of having lots to do and not being sure what to concentrate on first. My method, not unique but tried and tested for me, comprises breaking down large challenges into progressively smaller, more doable, pieces. In this case, my approach commenced a few years prior by writing blog articles (you might like to refer to these at www.samwilkoadvisory.com). Initially, the subject didn't particularly matter — I simply wrote about what was of importance and/or interest to me at the time. Or put another way: I wrote about subjects I most needed to learn more about.
Once I'd written a few articles, I was encouraged by Doyle Buehler of Digital Delusion — the builder of my first business website — to have a go at an e-book. This seemed to be a really good way to synthesise the business lessons I was exploring with my early business clients, and the themes that were emerging in my articles.
I wrote my first e-book in 2014 during the most welcome spare time on the plane to and from Berlin, where I attended the week-long 10th anniversary InnoTrans International Rail Trade Fair held at the massive Messe Exhibition Grounds in the Charlottenburg-Wilmersdorf precinct, now known as Berlin ExpoCenter City. Glancing back at the document, it's rather salesy and quite cringe-worthy for that. It was a huge step for me at the time though, and I'm still quite proud of the effort that went into it.
My more recent e-book was developed in collaboration with One Rabbit, a Geelong-based organisation specialising in marketing for professional services firms. Founder Jim Thompson and Technician Conal McLure taught me a great deal regarding the principles and application of digital marketing. The process I worked through with Conal and Jim in compiling my material for small- and medium-sized enterprises was very similar to the ‘co-design' approach I apply today with clients in developing business strategy. What the process felt like at the time was a huge amount of work for me during a period where I was particularly time-poor. The proud feeling I experience, even now, when I look back on this time was borne of an ability to keep my end of the bargain in completing a significant body of work. I'm pleased that the results at www.tippingpointadvisory.com.au have enhanced my business enormously over the years.
Since I founded SamWilko Advisory, many readers (as well as the occasional business adviser) have urged me to publish articles on a regular basis. I have come to understand that this need is, in part, driven by the Google ‘reward' system that drives so much of our online behaviour. Regular writing, however, definitely results in better writing, and I particularly credit James Clear (author of Atomic Habits) for this valuable lesson.
I believe this book demonstrates the value that good-quality coaches and advisers have created for my business, aligned with my belief that every competent business owner needs to be open to coaching and advice.
I encourage anyone considering starting a business to take up writing as a craft. The value created through writing for and about my enterprise has been immense. If nothing else, it is a means of creating content for marketing purposes — in my view, the most effective form of marketing in this modern age of saturated sales messaging.
You will find several themes in this book in previously published articles at www.samwilkoadvisory.com. My overriding intention with this book is to create a consistent, integrated narrative whilst exploring these and other themes in depth. I trust you will find my articles and book add value to each other.
Peter Wilkinson
PrefaceMy story
Every author, whether explicitly acknowledged or not, brings their personal experience to the story they tell. I've certainly found that learning about a business owner's story is an extremely effective — and enjoyable — way to start a conversation that leads to a better understanding of why business is showing up for the owner in the way it does. How business owners interact with their enterprises, and what they do in reaction to the situations they face, is a source of endless fascination for me. Accordingly, I've interspersed relevant elements of my story throughout the book in the interest of hopefully providing you, the reader, with a deeper understanding of what lies behind my approach.
I certainly have had a great deal of luck over the course of my working life. Not the least of which was the influence of my father, who took the time and interest to encourage a reasonably good (but not particularly well-motivated) higher school certificate holder in the direction of what was then known as the NSW State Rail Authority. I successfully applied for a cadetship, which, like other government sector programs around at that time, comprised sponsored education semesters interspersed with paid work experience. This set me on a career path in an industry that has been very good to me over 30-plus years.
The value of practical education
The terms of my cadetship required simultaneous enrolment in the NSW Institute of Technology (later to become the University of Technology Sydney) as an undergraduate mechanical engineer. The highlight of my university years was the final year project, culminating in submission of the UTS equivalent of an undergraduate thesis. In my case, I collaborated with three colleagues on an inherited project that had been taken on by UTS student teams in previous years. The Shell Mileage Marathon event was held annually at Amaroo Park Raceway in Annangrove (eventually closed in 1998 to make way for a housing development). The race involved vehicles powered by 50cc internal combustion engines specifically designed to travel the maximum possible distance on as little fuel as possible. Our team inherited a vehicle that had been constructed and entered by past UTS student teams, and we set about improving upon previous years' performance. In our case, this consisted of:
casting aside the previous spine-based vehicle chassis — which appeared to be old and broken — and replacing it with a new aluminium vehicle manufactured with the assistance of an Australian Defence Industries (ADI) colleague in their Rosebery workshops
optimising rolling resistance for the bicycle wheels used for the new vehicle
improving on engine performance by optimising the set-up via bench dynamometer testing.
What we didn't know at the time was (a) the ‘old and broken' spine chassis had just the right degree of flexibility, enabling it to ride the bumps and undulations of the Amaroo Park track in an efficient manner, and (b) the engine needed to be carefully managed during bench testing to ensure it didn't overheat and seize (which it did).
We co-opted a driver (the girlfriend of a fellow student) whose size enabled her to squeeze into the small cockpit of the vehicle. Her driving skills and ability to withstand the heat generated within the vehicle (essentially a plastic-wrapped shell sat out in the hot sun) were most admirably up to the task. We turned up at Amaroo Park on race day, decked out in white UTS and ADI badged overalls, and placed third. First place went to a Nulon Australia–sponsored vehicle with a larger budget than ours, with second place taken by a vehicle by regular competitor and privateer racing driver Moss Angliss.
I'm, even now, acutely reminded of the seemingly relentless stress associated with the entire experience. The UTS team had won the event the two prior years, and expectations were high. The idea of co-opting students for a group project was extra work that no-one was keen to own. If I recall correctly, our team took on a significant mission in replacing the old, successful chassis without much university advice or support. The engine overheating debacle referred to earlier also did not go down well with UTS staff. Ultimately, getting to the line on competition day was a close-run thing.
At the time, I managed the situation by concentrating on my part of the project — rolling resistance optimisation — and achieved a distinction for my undergraduate thesis (my first published book!). Hindsight eventually dawned upon me as I realised that my reluctance to take on more responsibility for the overall health and direction of the project was a major failing on my part. I resolved, going forward, to either take full responsibility for the outcome of a project I'm involved in or not participate at all. It's a lesson I've only forgotten on rare occasions.
From engineering to business
Overall, though, the combination of education, project work and industry experience provided a great starting point for a career. This went some way towards making up for the fact that engineering was at that time (and, to a rather disappointing extent, still is) an overwhelmingly male-dominated profession. This is despite concerted efforts by the profession to encourage more diversity in the field. Where I believe this lack of diversity and balance shows up most acutely is in the typical engineering-based approach to problem-solving. Well-trained engineers are excellent at solving ‘bounded' problems, but can struggle to deal with the less structured, humanistic environment, in which more complex problems exist. I suspect this bias aligns with the ‘thinker' orientation of many engineers, manifesting itself in the need to solve the problem at hand. A more ‘feeler' and ‘knower' oriented, contextual approach that could be introduced with a broader demographic typically results in greater insight into the nature of the problem faced, thereby improving the odds of solving the right problem. The linear mindset–based approach to problem-solving creates business risks, which can be effectively mitigated via greater diversity of thought. Refer to the Conclusion for further information regarding our differing preferences for processing and communicating information.
After graduating from UTS in 1990, I was appointed to State Rail's Flemington Maintenance Centre in Sydney's western suburbs as a passenger railcar maintenance engineer. I learnt a great deal over these four years, working with a more experienced (if a little eccentric) electrical engineer with a real talent for fault diagnosis. Eventually though, I realised I was not heading in the right direction career-wise. This, allied with my aforementioned lack of skill and interest in design, resulted in me being drawn in a managerial direction. Flemington's operational management were very supportive of my interests; for example, they allowed me to relieve the depot manager whilst he was on annual leave and experience the weight of responsibility. I was also supported in my eventual decision to leave the public sector for a role with Goninan (now UGL) at Maintrain, where I learnt several valuable business lessons that will be explored in chapter 6.
In 1996, I resolved to take on an MBA with the NSW University's Australian Graduate School of Management. I signed up to the part-time course to reduce the risk of the experience living up to its unofficial label as the ‘divorce course'. I recall the initial thrill of the induction session, where we were informed that our investment in the ‘elite' $40 000 course would guarantee our future success!
Those who have undertaken an MBA would be familiar with the more mundane reality of dabbling in a range of business-related subjects just enough to be potentially dangerous in a number of specialist areas, such as finance, marketing and law. I found the business strategy elements of the course of great interest: the contextual anchor that brought together the various threads into a relatively coherent whole. I was also lucky enough to be able to apply the strategy theory to the corporate roles I held with Serco Asia Pacific, as a management consultant with GHD and later with Transfield Services.
Of course, the networking opportunities are what makes these courses so valuable — a reality that persists today with a great many Australian institutions offering MBA programs. My most valuable learnings arose from working with a small cohort of colleagues with diverse backgrounds and experience, where I was forced to explain myself to people, including one dear friend with drama and jazz singing in her past! Imagine my surprise when I discovered there is more than one right way — not just the linear method — of getting to a correct answer.
The experiences I've outlined stand out as being particularly influential in shaping my approach to what I now do as a business adviser and coach. It would be remiss of me, however, not to acknowledge a much broader context in which I exist. In the greater scheme of things, being a healthy, white male born in one of the richest countries on the planet, and experiencing the buoyant journey that Australia has experienced over the last 30 years, confers great privilege. And with privilege comes a responsibility to give back to the infrastructure engineering and construction industry from which I've benefited in so many ways.
Notwithstanding the huge slice of luck I've been afforded in life, I cannot recall experiencing immediate or easy success in business. Outcomes, arising from improvements made in how I've gone about my business, have typically felt hard won. This certainly gives rise to my preferred approach to implementing a plan, which basically consists of formulating a strategy and sticking with it unless and until it becomes evident that the original strategy is the problem (more on this in chapter 9). Moreover, my history almost certainly influences my perspective on business luck, which will also show up in chapter 10.
However, this book is not about a personal struggle against adversity. It is about business owners harnessing personal motivation, and channelling energy into realising their vision by achieving the right outcomes at the right times. Hopefully, the lessons I've learnt will be helpful in illuminating the clear and actionable roadmap I outline in the following chapters, for breaking through the ‘steel ceiling', and achieving sustainable success in infrastructure engineering and construction.
IntroductionWhat needs to change for your business to grow sustainably?
Over a 30-year career in infrastructure engineering and construction, I've witnessed a steadily increasing number of good small-to-medium businesses in the industry fail to break through the ‘steel ceiling' to become great and sustainable enterprises.
Australia faces a great challenge in developing and articulating a coherent strategy for taking its place in the modern world of technology-driven change. Long-overdue disruption in infrastructure engineering and construction will continue to transform the industry, accelerated by the fallout from COVID-19. Small and medium businesses generate the energy and innovation that drives construction, which is the third-largest industry in Australia by number of employees, generating 9 per cent of total GDP in 2022.1
Australia in the mid-1980s was internationally respected in infrastructure engineering and construction and, in my opinion, has the potential to achieve greatness again. However, the period since the mid-1980s has seen a steady decline in public sector capability and expertise. More recent times have been characterised by ever more complex ‘mega projects' controlled by an exclusive group of international contractors. The industry is now beset by delays, cost blow-outs and blame-shifting. The cost of mediocre industry outcomes translates to an enormous waste of scarce time and money, derailed careers and lost opportunities.
I've experienced first-hand the industry's continuing struggle to transition from adversarial ‘bully boy’ behaviour that all too frequently shows up reflecting win/lose contracting mentality, to a more inclusive, collaborative and attractive place for tomorrow's business talent. Mental health issues are endemic in the industry,2 and the traditional support provided to site workers has broken down. In my considered view, the root cause of the win/lose mentality is the ‘feast or famine' nature of the industry. This mentality is at the root of the ‘steel ceiling' challenge, and businesses need to understand the risks of falling in line with the dysfunctional industry behaviour in this regard.
What's missing and what's at risk?
What makes infrastructure engineering and construction such a challenging environment in which to operate? Why are the major players in the industry reportedly losing money on ‘mega' project after ‘mega' project, when the demand for project services and volume of work to be undertaken is at a generational high?3 And, equally importantly, why are good small- and medium-sized businesses in the industry struggling to mature into sustainable enterprises?
When formulating answers to these questions, I am reminded of a conversation with a colleague from an investment banking background, during which he stated categorically that he would never invest his own money in the infrastructure engineering and construction industry. Why? His reasoning was based on his assessment that the potential return on investment wasn't worth the industry-typical risk. (Interestingly, he later revealed his highly volatile Bitcoin play. The rationale behind his argument: he had only bet an insignificant portion of his investment portfolio on an ‘asset' class with the chance of a huge return.)
Infrastructure engineering and construction is exposed to an array of risks that every involved business needs to understand. Infrastructure engineering and construction is, in many ways, a ‘mug's game' (a profitless or futile activity) if businesses don't have a broad and deep understanding of the context in which the industry operates. The industry is highly exposed to ‘boom and bust' economic phases, characterised by the potential for extreme volatility. Many businesses new to the industry take on enormous risks, exposing themselves to potential consequences (that should rightly be borne by the client or by more senior involved parties) for no other reason than ‘everyone else seems to be accepting it'. And the pay-off in terms of profit for taking on these risks is more than likely heavily constrained by the competitive tendering processes through which the work is secured.
I've spent a considerable amount of time dwelling on what's really missing in the industry. A common theme showing up in this current era of abundant work is the lack of collaborative behaviour displayed by many industry participants. A scarcity-based mindset is not particularly helpful in the context of growing a sustainable business. However, this mindset is understandable in an environment where the ‘pie' of work is shrinking, and everyone is seeking to secure their piece. Scarcity-based behaviour, though, makes absolutely no sense when the size of the ‘pie' is increasing.3
The infrastructure engineering and construction industry in Australia is defined and shaped by the central role of government. Key, then, to predicting — or at least anticipating — the future, is gauging governments' evolving responses to the challenge of maintaining Westernised living conditions on the edges of a massive land mass with a vast semi-arid centre. Government planners are charged with the responsibility of responding to urban sprawl and transport-related congestion resulting from population growth, as well as enhancing connectivity between our capital cities and regional centres. Infrastructure solutions that have traditionally evolved from this work must also increasingly be informed by the imperative of a de-carbonised future.4
The industry has historically struggled to be informed by and learn from history. This leads to contextual deficiencies in dealing with problems as they arise. Time spent understanding the contemporary history of infrastructure engineering and construction in Australia reveals that many of the challenges that appear surprising and new could have been predicted. Many of the issues the industry grapples with have been faced before and either dealt with or consigned to the ‘too hard' basket for future generations.
Understanding the infrastructure engineering and construction industry
Part I of this book explores the uniquely Australian context for our infrastructure engineering and construction industry. The Macquarie Dictionary defines context as ‘the circumstances or facts that surround a particular situation, event etc.'5 Context enables us to make sense of content, creating clarity out of confusion. The use of context as a communication tool is a fundamental technique that effective coaches learn to help clients make sense of the situations they find themselves in. The lesson of context is, in many ways, the most important of all lessons to learn. Understanding the corporate context in which good small- and medium-sized businesses in infrastructure engineering and construction find themselves in, goes a very long way towards untangling the conundrum of why good mid-tier businesses struggle to move up to first grade in the industry.
Thus, the first part of this book will consider the history of infrastructure projects in Australia: the evolution of our urban sprawl and how our transport and utilities sectors have been shaped accordingly. It will look at how boom and bust periods influence infrastructure engineering and construction; the internal and external factors driving consolidation; our shifting infrastructure needs; areas of investment; and the role of government in regulating, monitoring and driving the industry. Through an understanding of the many factors that influence our industry today, it becomes possible to better see how infrastructure engineering and construction businesses are impacted by external factors — and to account for those factors in enabling a business to grow sustainably.
Your roadmap for growing a sustainable business
The following parts of the book will be your roadmap to building a sustainable business in today's industry. Key to the framework I lay out is recognising where your business is in relation to the ‘tipping point' through which every good business must transition if it is to become a great and sustainable enterprise (see figure A). This framework will enable you to identify which pieces of the puzzle your business might be missing.
Figure A: Tipping point framework
Part II: The Why explores the key elements that owners must take personal responsibility for in setting the agenda and enabling change in their business.
Part III: The What details the process of creating a strategic roadmap for the journey through the ‘tipping point' from good to sustainable business enterprise.
Part IV: The How describes the 4 Pillars of the business management system that must be in place to enable sustainable growth.
Part IThe Context
The science and art of building a sustainable business in infrastructure engineering and construction needs to be informed by the effects of changing economic circumstances. Why is this of particular importance? Because infrastructure engineering and construction is exposed to the effects of the economic cycle to an extent that only a handful of other industries can claim. Unfortunately, the seemingly simple exercise of forecasting when industry ‘boom' turns to ‘bust', and vice versa, is, in practice, quite difficult to achieve with any degree of precision.
At the time of writing, the industry was in the midst of a major boom phase, fuelled by government investment. However, whilst the projects pipeline across Australia was at a generational high, there were widespread concerns regarding project delays, cost blow-outs and consequent project losses. The medium- and longer-term effect on the industry, borne of COVID-19 related disruption, is also yet to be fully understood.
The local industry has internationalised and consolidated to an unprecedented extent over the last 15 years. The ‘Top 4' contractors now dominating the industry in Australia comprise internationals CIMIC (ultimate owner Spain's ACS), John Holland Group (owned by China's CCCI), Acciona (from Spain) and WeBuild (from Italy). Between them, they access and control the cash flow associated with the major proportion of industry revenue.
The forecast volume of project work over the coming decade, mature legal system and pipeline of technically complex ‘mega' projects will in all likelihood ensure the ongoing local presence of these dominant contractors.
On the other hand, competitive forces in the mature infrastructure engineering and construction industry continue to exert significant downward pressure on project margins. This is most unexpected, particularly when taking account of the large number of projects currently underway and the high level of demand for project services. All other things being equal, one would expect, at a minimum, for the dominant contractors to be able to maintain reasonable project margins. Reportedly, though, this is not the case.1
Of arguably greater concern for the local industry are the flow-on effects arising from margin pressure on project sub-contractors, suppliers and professional service providers. The squeeze on sub-contractor margins arises from cost, time and other potentially unmanageable risks being passed on by head contractors. Damaging, longer-term consequences for the health of the small-to-medium sector of the industry include:
constrained opportunities for lower-tier infrastructure engineering and construction businesses to build internal capability and step into and progress through the ‘big league' of direct client contracting
reduced opportunities for investment on a cost/benefit basis in local capability, for instance in technology-based efficiencies or productivity transformation
perpetuation of the cycle where procurement processes reward acceptance of mega project risk to an extent where only the largest contractors can participate.
Government as a market shaper can play its part in maintaining a balanced and sustainable industry with strong local capability. It is incumbent on governments, as industry shapers and procurers of infrastructure project services, to act as ‘circuit-breakers' and lead an industry shift towards greater sustainability of engineering and construction as a critical local industry sector.
Matching shifting needs and demands
The industry's current growth phase has been fuelled by increasing demand for major project works since 2015.2,3 Interest rates were at a historic low point in their cycle and were maintained at low levels for a significant period of time thanks to substantial increases in money supply by the Federal Reserve. Low interest rates on borrowings enabled state and federal governments to continue to fund substantial infrastructure investment programs.
The demand curve was further extended by delays in project approvals and commencements — commonplace in the industry — and disruptions due to the productivity-related effects of COVID-19. Labour, equipment and materials shortages also limited the industry's ability to fully meet demand across the country. Accordingly, an inevitable tail-off in project works appears to remain comfortably in the future.
Boom times don't last forever, though. Downswings in economic circumstances are typically set off by unanticipated events, as has been witnessed with the series of financial crises that occurred in the 2000s. A significant rise in local interest rates would be highly likely to trigger a broader economic downturn and consequent widespread government project cancellations. In the meantime, niche businesses in the industry need to be aware of the peaks and troughs in demand for their particular works and services, which can easily be obscured by the many projects currently in procurement and delivery.
Of interest, too, should be alterations to government project requirements, driven by changes in user demand. Whilst traditionally longer term in nature, changes in underlying demand may well prove to be disruptive to the industry in the wake of COVID-19. For instance, increased usage of remote communications technology has prompted what may or may not be a long-term migration from capital cities to regional locations. A close eye should also be kept on the inevitable technological disruption associated with productivity improvement–enabling technology.
As an industry directly exposed to both the short- and long-term impacts of government policy, one of the biggest (and most common) difficulties is predicting the time it will take for government investment promises to translate into projects on the ground. Nowhere is this more prevalent in Australia than the much-discussed regional development strategies and associated regional infrastructure investment funds.
Investing in the right infrastructure
Building the right infrastructure has flow-on benefits. It is generally accepted that infrastructure investment with a positive benefit cost ratio that takes appropriate consideration of environmental effects boosts an economy's multi-factor productivity.4 And productivity is vital to Australia's ongoing prosperity, being the underlying driver of economic growth.
On a more practical level, this relationship between infrastructure growth and productivity improvement also seems logical. For instance, much of the visible investment in roads, rail and other enabling infrastructure across Australia in recent times has been targeted at reducing travel congestion and improving the workability and liveability of our major cities. Most would agree that the improved roads reducing trip times for, say, the truck drivers making deliveries from distribution centres to businesses across the cities and suburbs are a positive contribution.
‘Mega projects', a term commonly used for projects with values greater than $1 billion, have become a new normal for infrastructure engineering and construction in Australia.5 This approach to nation-building has increasingly dominated government attention, with the consequences of a reduced focus on comparatively minor works becoming increasingly apparent.
Mega projects, however, take years rather than months to develop and deliver. Key to the development of a business case for a major project is a prediction of user demand for the service provided by the built infrastructure. What, then, if user demand fundamentally changes in the intervening period between project approval and delivery?
Key to better understanding the industry is observing how governments and their respective agencies go about responding to the challenge of providing infrastructure more closely aligned with user demand in an increasingly volatile environment.
CHAPTER 1Infrastructure engineering and construction in Australia
A sustainable business in infrastructure engineering and construction must be well informed about the environment in which it operates.
Every day a myriad of urgent business issues arises. Delayed materials deliveries, last-minute alterations in client schedules, staff sickness, resignations and so on noisily announce themselves as problems that need to be resolved and are mostly sorted out ‘just-in-time'.
Businesses, though, are typically less likely to immediately pick up on and respond in a timely manner to longer-term shifts in environmental circumstances. A slow-down in requests for tender may be the first sign of change to a key client's procurement strategy, preferred contracting model or broader change to relevant government policy. By the time the change is noticed, it may already be too late to avoid a detrimental effect on the business.
A delve into the recent history of the industry reveals that a great deal of what appears surprising and new could well have been predicted as a developing challenge, or at least flagged as a potential concern. History can be a source of valuable lessons in this respect.
Time spent developing an in-depth understanding of the history of infrastructure engineering and construction in Australia adds value to a business in the industry. The information that follows provides a contextual overview of the recent past. The intention here is to stimulate interest in further research into the rich history of infrastructure engineering and construction as an integral part of Australia's modern development.
The central role of government is the most obvious and defining characteristic of the infrastructure engineering and construction industry in Australia. The public sector remains primarily responsible for creating the market for constructing and maintaining the roads, railways, airports, water and electrical utilities, and other essential services that serve the needs of the population.
Australia's three tiers of government (federal, state and local) align with many countries worldwide in actively considering the extent of private sector involvement in asset ownership, financing, construction, operation and maintenance. Like the 50 states comprising the USA, Australia's state and territory governments preserve their autonomy in determining the private sector's role, informed by (some may say reacting to) political forces and wider public opinion. Accordingly, differences occur from state to state and between industry sectors (for example, water versus rail transport).
Federal, state and local governments are intimately involved in creating policies and adjusting policy settings, administering regulations and standards, procuring and managing service providers and — less frequently in this current era of government outsourcing — self-delivering works.
Key, then, to predicting future trends in infrastructure engineering and construction in Australia is gauging governments' evolving responses to the challenges arising from the context in which Australians exist. Australia is the driest inhabited continent in the world, with 70 per cent of the land mass either arid or semi-arid.1 And the vast majority of the population live on or in close proximity to the coast.2
Today's outcome is our current lived experience: highly urbanised capital cities on Australia's seaboard in isolated locations where water enables fertile land, separated by considerable distances. Time and again, public sector planners are faced with three fundamental challenges:
urban congestion arising from population growth
urban sprawl as a response to congestion
capital city/regional centres connectivity.
Considerable population growth from a base of 7.4 million in 1945 to 25.9 million as at September 20213 has underpinned increasing demand for power and water. Adverse weather events heralding the threat of climate change also signal the pressing need to moderate use of the planet's natural resources.
