Digital Transformation of Multidisciplinary Design Firms

The aim of this chapter is to present the digital transformation trends that the Architecture, Engineering, and Construction (AEC) industry is witnessing. The purpose of this review is to illustrate the changes brought on by the digitalization specifically within architectural and engineering firms from two perspectives: process and organization. To this purpose, the following trends are presented to describe the changes that the traditional design process and firms’ organizational structures respectively undergo in periods of digital transformation: (1) Design with data for empowering 3D with D³ (Data-Driven-Decisions), and (2) Platform-based and networked organizations for leveraging the power of ecosystems. Lastly, a third trend is introduced to outline a new form of project stakeholder management through a network approach.

The aim of this chapter is to present the digital transformation strategies adopted by a sample of multidisciplinary design firms. For doing this, first, the author selects three Italian multidisciplinary design firms of different sizes (small, medium, and big) and at diverse digital maturity levels. Second, semi-structured interviews with the BIM manager/coordinator of each firm are conducted to collect data about the digital transformation strategy adopted by the firm. Each of the three firms is investigated according to the same pre-defined theoretical framework. For doing this, the author proposes four interpretation lenses to frame the changes which multidisciplinary design firms implement in order to manage digital transformation. These four lenses are People, Process, Product, and Policy (4Ps). Finally, the combination of the literature review and expert interviews leads the author to identify two paradigm shifts which synthesize the process-oriented and organizational changes associated with the digital transformation of multidisciplinary design firms: (1) From a silo-based and sequential to a collaborative and iterative digital design process; and (2) From a vertical and hierarchical to a platform-based and networked organization.

The aim of this chapter is to propose a framework to identify, structure, and categorize the changes brought on by digital transformation within multidisciplinary design firms. This framework consists of three conceptual categories: paradigms of change, perspectives of change, and context of change. In accordance with the paradigm shifts outlined in Chap. 2, the paradigms of change proposed are collaboration, iteration, platform, and network. These paradigms of change are coupled and cross-combined with the perspectives of change: process and organization. Additionally, this study underlines the importance of considering the specificity of the context of change, which consists of the combination of three elements: reference market/industry, local and national institutions and related standards available, and the specific firm’s characteristics.

The aim of this chapter is to propose a systematic methodology for change management associated with the digital transformation of multidisciplinary design firms. This methodology aims at identifying, framing, and assessing the process-oriented and organizational changes occurring in multidisciplinary design firms in periods of digital transformation. Specifically, the methodology proposed includes two distinct, but complementary components: (1) A framework to identify, structure, and categorize the areas of transformation and the associated process-oriented and organizational changes; (2) A set of analysis methods for identifying, visualizing, and assessing qualitatively and quantitatively these changes. The framework proposed is organized as a matrix which combines the paradigms of change—collaboration, iteration, platform, and network—with the perspectives of change for digital transformation, namely process and organization. The set of analysis methods proposed includes both qualitative and quantitative analysis methods, in particular, process mapping, stakeholder mapping, timesheet tracking, and Social Network Analysis (SNA).

The aim of this chapter is to present the application and testing of the methodology for change management proposed in the context of an Italian multidisciplinary design firm. The objective of this firm was to move toward a collaborative and iterative digital design process. First, the conceptual framework proposed is used to identify the areas of investigation. Second, the set of change analysis methods is employed to understand the traditional design process, what process-oriented changes occur because of the firm’s ongoing digital transformation, and to envision the future digital design process. To achieve this, process mapping, stakeholder mapping, and timesheet tracking are the analysis methods applied in this case study. These methods aim at identifying, visualizing, and assessing the process-oriented changes at the following three levels: (1) ‘As-is’ state, which refers to the design process traditionally implemented by the firm; (2) ‘Transition’ state, alias the process implemented to develop BIM pilot projects; and (3) ‘To-be’ state, which represents the envisioned digital design process. Lastly, a potential digital transformation strategy is developed in accordance with the information extracted from the performed business analyses. The strategy proposed translates into two supporting tools: (1) Strategic matrix to manage changes for digital transformation from the perspectives of process, people, product, and policy, and (2) Heat map of the digital projects developed to monitor the firm’s digital transformation.

The aim of this chapter is to present the application and testing of the methodology for change management in a Canadian multidisciplinary design firm. The objective of this firm was to move toward a platform-based and networked organizational structure. First, the conceptual framework proposed is used to identify the areas of transformation associated with the firm’s strategic objective. Second, the set of change analysis methods is employed to understand the existing organizational structure, what organizational changes occur because of the firm’s ongoing digital transformation, and to envision the future platform-based and networked organizational structure. To achieve this, Social Network Analysis (SNA) is the analysis method applied in this case study. This method aims at identifying, visualizing, and assessing organizational changes at the following three levels:Lastly, a potential digital transformation strategy is developed in accordance with the information extracted from the SNA. The strategy proposed translates into two actions for organizational change: (1) Definition of a new organizational service in the form of a shared group for digital support and advice, and (2) Reconfiguration of the existing organizational structure according to a platform-based and networked model.