Welcome to the Collaborative Revolution!
Existing mechanisms for delivering planning, design and constrcution services - both in the government and private sectors - are badly broken and need to be replaced. Integrated project delivery, building information models are two innovative delivery mechanisms that should be studied more closely. Though innovative new business processes are required to successfully achieve IPD and BIM the benefits associated with these new delivery mechanisms far out weigh the costs of imlementing them.
Existing mechanisms for governing - both in the government and private sectors - may benefit from an overhaul similar to the one being considered by the AECO industry. The article linked below, from which the following excerpts are taken, expands on this thought.
There were problems with the blue model. It abided systematic discrimination against women and minorities, and a case can be made that it depended on that discrimination to some degree. Consumers had little leverage: If you didn’t like the way the phone company treated you, you were free to do without phone service, and if you didn’t like poorly made Detroit gas guzzlers that fell apart in a few years, you could get a horse. The system slowed innovation, too; AT&T discouraged investments in new telecommunications technologies. Rival companies and upstart firms were barred from controlled markets by explicit laws and regulations intended to stabilize the position of leading companies. By some accounts, too, the quarter century after World War II was a period of stultifying cultural conformity. In this prologue to the end of History, some “last men”, from the Beatniks to Lennie Bruce to Andy Warhol to Lou Reed, were already bored, resenting the pressure to conform that the mass consumption, Fordist era entailed.
The blue model began to decay in the 1970s. Foreign manufacturers recovered from the devastation of World War II and in many cases had more efficient and advanced factories than lazy, sclerotic American firms. German and Japanese goods challenged American automobile and electronic companies. The growth of offshore financial markets forced the U.S. financial services industry to become more flexible as both borrowers and lenders were increasingly able to work around the regulations and the oligopolies of the domestic market. Demand for new communications services created an appetite for competition against Ma Bell. The consumer movement attacked regulations designed to protect big companies. As a sign of the times, Ted Kennedy, of all people, cosponsored a bill to deregulate the airlines. Anti-corporate liberals rebelled at the way government power and regulation allowed corporations to give consumers the shaft. The new environmental movement pointed to the problem of privately caused but publicly paid-for externalities like air and water pollution.
Blue Governance Model Failing
James L. Salmon, Esq.
300 Pike Street
Cincinnati, Ohio 45202
Collaborative Construction Website
Sustainable Land Development International