With the increase in artificial intelligence capabilities (AI), construction leaders may be tempted to join the strip. However, if they do not perform sufficient due diligence, AI investments may not provide the results they expect.
Many companies expect AI tools automate their most complex tasks, such as costs, according to Eide Bailly, director and technological consultant Jon Ault. Instead, AI adoption requires meticulous planning, change management and extensive data preparation.
Before construction leaders begin to investigate AI sellers, they need to develop a strategy that deems business goals, labor flows, and existing technology stack. This is where to start:
1. Establish a firm foundation
There are no two construction companies. All business differs in expertise, markets, short -term goals and long -term plans. “Discovering the unique requirements of a company will inform the process of identifying possible software options that will serve them well,” says Ault. This includes looking at the whole company and asking, “What are we trying to do?” and “Who do we want to turn us?”
2. Make a needs assessment
Leaders must also identify what they want to change on their operations and why the AI may require. With the number of construction tools available today, Nick Mortensen, the main of Eide Bailly, on development and integration, sees “many solutions in search of a problem, rather than the other way around.”
“Technology is an amplifier,” he continues. “If you apply it to a bad process, you will amplify the bad effects of this process. If you apply it to a good case or a business plan, you can amplify your business.”
The areas of improvement may include administrative processes and underlined or required departments. Mortensen advises to request the entry of three key groups of interested parties: the staff of the boots who understand the current workflows, managers who keep track of performance metrics and executives. With these parties involved, companies can start a change management process that has the purchase of all staff.
3. Evaluate investments in current technology
The technological stack of a company must be scalable, laptop and interoperable. Connectivity is essential for removing the data needed to train AI models. However, Legacy and Niche software programs are notorious for protection and restricting access to data. “The oldest systems that offices often use often do not have the connectivity to allow it,” says Mortensen.
4. Determine technological debt
Construction software often combines solutions for various points. However, different departments within a company can use different solutions to complete similar tasks. “The number of software subscriptions and licenses paid by companies is shockingly high,” says Mortensen.
The costs of use and maintenance can be quickly composed if companies merge or acquired, with different technological batteries that are powered by one another. IT Shadow Staff: Personnel who have a expense budget and directly download the applications they prefer, only worsens the problem, according to Ault.
A computer management committee or a working group can help inventory a company software expenses. “First, you understand what people really use in their daily work,” says Mortensen. “Then compare -with what your company has been registered. You can eliminate underused and forgotten products, which will provide a starting point to evaluate what to get rid of.”
5. Simplify your pile of technology
When construction leaders should point to a pile of technology that aligns with their business goals and affects their business goals and affects their upper or lower line, according to Ault. It also suggests to check what functions already offered by software vendors.
“With market status, these sellers often help their customers get more from their virtual and construction design staff,” he says. “If you can get 10% or 20% more productivity from each estimator or editor now, this is a lot.”
For organizations without staff dedicated to overseeing developments in constant transformation of AI technology, a consultant can guide them through the pre-pre-pre-pre-predent critical steps mentioned above. Although preembarcations may seem onerous, it will help build companies to gain solid ground for their great dreams for AI applications.
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At Eide Bailly, we believe that all businesses have an unpublished potential. Not only do we help our customers work to meet a short -term goal. Our mission is to help -optimize performance, safeguard what you created and plan future growth, so your business is stronger today and even stronger tomorrow. From finance and operations to technology, we help you realize the power of your potential. And we do it aligning our strengths with your ambitions to move forward.
Get more information As the Eide Bailly experienced team of professionals can help your business prepare to modernize their pile of technology.
