Enhancing and Expanding Innovation in the Engineering & Construction Industry

We have a problem with innovation in the EPC industry. The data analysis and research compiled show survey results in five areas: (RS243-1, p. 11)

• Innovation Perception
• Innovation Actions
• Innovation Processes
• Innovation Funding
• Innovation Drivers 

The research shows survey results in several areas, including:
 
Perception of how innovative the EPC industry is currently. 

Perception of how innovative the respondent’s organization is in comparison to the EPC industry. 

Where innovation is most needed in the organization.      

The research provides five key enablers for innovation. (RS243-1, p. 21)

1. Innovation is a foundation of the organization culture.
2. Budget allocations must be made to support innovation.
3. Resource allocations must be made to support innovation.
4. Processes must support innovation.
5. A new risk perspective should be adopted.

The research provides a model to assist organizaitons in determing their status as innovators. The following eight attributes are found to lead to successful identification, adoption, and diffusion of innovation in the EPC industry. (RS243-1, p. 23)

This model was developed to communicate why and how organization should change their perspective on innovation investment and return. The key to enhancing innovation in the EPC industry is to provide the decision maker with a reasonable level of confidence that investment in innovation will not lead to unreasonable risk. (RS243-1, p. 27)

 
See Implementation Tools for further details.

The case studies provided concluding effectiveness of the innovation tools and recommendations for improved innovation. 

• The IMM data from the four organizations included in this report reveal there is a great level of consistency in the strengths and weaknesses among the case study firms.
• The common areas requiring greater focus are the areas of Resources and Risk Perspective.
• Similarly, the common areas of strength found in the organizations are in the areas of Culture and Learning.

The concluding solutions is that five sets of strategic actions should be aggressively pursued in order to enhance innovation within the EPC organization. (RS243-1a, pp. 27, 29)

1. Build a learning culture.
2. Focus on the customer.
3. Establish processes.
4. Change the persepective on risk.
5. Focus on specific initiative.

IR243-2, Enhancing Innovation in the EPC Industry

The Innovation Maturity Model (IMM) is an evaluation tool that measures the current state of an organization’s innovation and provides recommendations for advancing innovation.

RS243-1, Economic Model

Supports the recommendations of the IMM by illustrating and communicating the long-term benefits of innovation investment. (RS243-1, p. 27)