This won’t be a massive data store sitting in the cloud.

The Construction Playbook has been a fantastic example of how quickly it’s possible to move.Here you have people working in new circumstances, each with their own business imperatives, and yet the government was able to get the public and private sector together to create this document, to galvanise industry and achieve that level of buy-in.

This was made possible by the fact that the COVID-19 crisis has brought the industry together.The Construction Leadership Council (CLC) and the officials in The Department of Business, Energy and Industrial Strategy (BEIS) worked closely to forge a much better link between government and industry.We’ve seen the CLC successfully deal with things like keeping construction sites open and the launch of the talent retention scheme.

All of this has given industry a new, unified voice in government; an important step for a sector which hasn’t necessarily been widely listened to in the past..This type of unification has clearly demonstrated the benefits industry engagement provides, showcasing to the government how the construction sector can support recovery.

In addition, industry players themselves have seen the benefit of coming together, not just in terms of a recovery from the immediate downturn, but also through an understanding of how transforming construction into a more productive and sustainable sector in the future can be supported and accelerated.

We’re no longer talking about simply needing more people on site to build things more cheaply.This meant that, ultimately, the product itself was prohibitively unprofitable, and the entire venture ended up being deemed a nonviable investment.

The company decided not to build the factory at all..In other words, in this particular case, not building was deemed the most valuable thing.

Design to Value thinking requires a change to the way we approach projects.‘Can we do this?’ must become, ‘should we do this?’.