In the first article of this series, Empowered Execution was introduced as a more effective way to operate in highly dynamic environments where the pace and scale of change makes it necessary to react quickly to new information in order to be successful. As General McChrystal himself points out, “In today's changing environment, with more information shared at ever-greater speeds, often even the most efficient organization can't keep up."
Part 2 of a series on the most common reasons construction firms don't adopt digital solutions
Something our team hears regularly in conversations with construction professionals—across all trades—is that new technology is important to them, but it’s not the first thing on their to-do list. This bring us to the second myth in our series on why construction firms are not adopting new technology:
Topics: Construction Technology
In our conversations with numerous construction professionals, we've uncovered several beliefs—we call them myths—that we think are preventing firms from taking meaningful steps toward digitization. So we’re kicking off a series that explores some of these common reasons why construction companies are not adopting digital solutions. Some are real. Others are only perceived. Find out which ones.
Topics: Construction Technology
In 2003, General Stanley McChrystal took command of the United States' Joint Special Operations Command (JSOC), an association of elite forces such as the Navy SEALS, Army Rangers, and Delta Force. His mission: to defeat al-Qaida in Iraq (AQI).
JSOC had technology, skills, and resources that were far superior to anything available to al-Qaida. Their outstanding troops and better organization gave them a clear, competitive advantage. And yet, by the summer of 2004, it was clear that while they were winning every individual firefight, they were still losing the war against al-Qaida.
Benchmarking has long been an important tool for any business looking to improve their overall performance. The process itself involves measurement and comparison to certain standards with the goal of supporting systematic improvements in productivity.
When I first started with Rhumbix, I knew it was going to be different from any other job I had when they gave me a pair of steel-toed boots. I had been working in the construction industry for a few years already, but prior to that, had spent most of my career in tech.
Fast-forward a year and half later, and my boots have quite a bit of mileage on them. I visit customer job sites on a weekly basis, working side-by-side with crews who are using Rhumbix to ensure they have the best possible experience with our app.
We’re thrilled to be announcing a fantastic new feature of our mobile app, Foreman Feedback, available today with our Rhumbix PRO offering. Foreman Feedback represents the critical next step in our product roadmap: closing the loop between the home office and the field by creating a two-way flow of communication with the foreman.
Labor is the largest and least understood cost on construction projects, typically making up at least 50% of the budget. The industry thinks about labor as a fixed cost, one that you don't have much control over. But if you look more closely at what makes up your labor budget, you'll find many soft costs which CAN be optimized (by going paperless and using digital timecards, for example), allowing for more production time—which means higher profits.
SXSW is always an exciting event to attend. We were fortunate to be there, however briefly, so Rhumbix Co-founder and CEO, Zach Scheel, could present as one of 15 startups in a pitch competition. The competition was held to showcase the potential to bring disruptive technology to the industrial space, and each participant was given 3 minutes to present. HOLT Ventures teamed up with Caterpillar Ventures, Brick & Mortar Ventures and Cottonwood Technology Fund to host this popular Industrial Technology Pitch Competition.