1.Strategic Planning
1.1 Environmental Scanning
- 1.1.1 Monitoring Regulatory Changes,
- 1.1.1.1 Eurocodes
- 1.1.1.2 Builing Safety Act
- 1.1.1.3 Net Zero Carbon Building Standards
- 1.1.1.4 UK Building Regulations
- 1.1.1.5 Steel and Concrete National Specifications
- 1.1.2 Involvement in Professional Institutions: IStructE, ICE, RIBA, Alan Turing,
- 1.1.2.1 Individuals representing institutions play a vital role in showcasing company values externally while also bringing valuable industry insights back to the organization.
- 1.1.2.2 CPD Justifications are provided to both IStrucE and RIBA
- 1.1.3 Monitoring Journals from Professional Institutions,
- 1.1.3.1 RIBA, The RIBA Journal
- 1.1.3.2 IStructE, The Structural Engineer,
- 1.1.3.3 ASCE, Journal of Structural Engineering [https://ascelibrary.org/]
- 1.1.3.4 CTBUH Journal,
- 1.1.4 Scanning on other Players' activities both UK and internationally,
- 1.1.4.1 ARUP Journal
- 1.1.4.2 AtkinsRéalis Technical Journal
- 1.1.4.3 CTBUH Library and presentations
- 1.1.5 Monitoring Professional Library acquisitions, ICE, RIBE IStructE
- 1.1.5.1 Professional Libraries can give good indication of the industry developments and goals. Their acquisitions are valuable trend indicators.
- 1.1.6 Digital Transformation, monitoring significant developments and impactful changes,
- 1.1.6.1 Digital Twins
- 1.1.6.2 Earth Information available from space surveillance
- 1.1.6.3 ANSYS, Open source analysis
- 1.1.7 Networking activities, [img]
- 1.1.7.1 Companies should implement coordinated strategies, which allow for identification of relevant activities and plan accordingly.
- 1.1.7.2
- 1.1.8 Cross Sector Analysis,
- 1.1.8.1 Residential
- 1.1.8.2 Commercial
- 1.1.8.3 Data centres
- 1.1.8.4 Tall Buildings
- 1.1.8.5 Industrial
- 1.1.9 Check annual Reports on Competitors financial and operational metrics,
- 1.1.9.1 www.fidic.org
- 1.1.9.2 www.newcivilengineer.com
- 1.1.10 Monitoring Industry developments and emerging technologies,
- 1.1.10.1 Concrete Associations [CC, PTA, CC(MPA), PTI],
- 1.1.10.2 Steel Associations [BCSA, SCI, Tata, ASFP],
- 1.1.10.3 Timber Associations. [Use of mass Timber from sustainable sources]
- 1.1.10.4 Digital Associations. [ANSYS Community, Alan Turing Institute]
1.2 2030 Net Zero Carbon,
- 1.2.1 RICS "Whole life carbon assessment for the built environment"
- 1.2.2 BS EN 15978
- 1.2.3 BS EN 15804
- 1.2.4 LETI Embodied Carbon Guidance www.leti.london
- 1.2.5 IStructE Sustanability Resource Map
- 1.2.6 Leti Climate Emergency Design Map
- 1.2.7 How to Calculate Embodied Carbon. IStructE
1.3 Strategy Formulation
- 1.3.1 Allow for Strategic Planning to take 15% of my work time.
- 1.3.1.1 Encourage members of the team to allow for that 15% time. Each on their own speciality. The company as a whole can benefit form a self driving workforce and motivated interested in self development.
- 1.3.2 My Vision should be aligned with the company goals,
- 1.3.2.1 Ensure all project strategies directly support the company’s objectives, such as innovation, sustainability, and market leadership. Regular reviews help maintain focus and adapt to changing priorities.
- 1.3.3 Positively contribute to the Corporate Identity, Image and Reputation [See example of Corporate communication.]
- 1.3.3.1 Company foundational values are communicated through: Rigour, professionalism and honesty. (e.g., through quality control measures, transparent communication, or ethical practices)
- 1.3.3.2 Employees actively contributing to or recognized within the industry (e.g., through publications, conferences, or awards)
- 1.3.3.3 Regularly updated portfolio of projects. (to showcase expertise, attract new clients, and reflect ongoing innovation)
- 1.3.3.4 Participation in non profit programs. (e.g., educational initiatives, sustainability projects, or disaster relief engineering)
- 1.3.4 Leverage Expertise and Market Position,
- 1.3.4.1 Identify the company's strengths and align them with opportunities in niche markets, such as mass timber construction or adaptive reuse. This approach builds on what the company does best while exploring growth areas.
- 1.3.5 Design for Lifecycle Efficiency,
- 1.3.5.1 Integrate lifecycle thinking into the design process to reduce environmental impact over the structure’s lifespan.
- 1.3.6 Design for Resilience,
- 1.3.6.1 Create structures that can adapt and endure changing conditions, such as climate change, seismic activity, and urban density challenges. This ensures longevity and minimizes risks.
- 1.3.7 Extend the Life of Existing Structural systems,
- 1.3.7.1 Probability assessments can demonstrate structure has larger resistance compared to the original Design Resistance
- 1.3.7.2 Maintenance strategy can be modified to extend the design life of the structure
- 1.3.7.3 New Loading reduced compared to the loading the structure was designed for.
- 1.3.8 Prioritise Reuse,
- 1.3.8.1 Integrate strategies to reuse existing structural systems like foundations or steel frames. Instigate this conversations in early stages of the project can be particularly effective.
- 1.3.9 Material Reuse and Recycling structural elements,
- 1.3.9.1 Include recycled and recyclable materials in designs, ensuring compliance with performance standards while reducing environmental impact of new construction.
- 1.3.10 Building Safety Act implementation,
- 1.3.10.1 This is an unnegotiable implementation.
- 1.3.11 Construction Sequence and engagement with supply chain (Preconstruction Activities),
- 1.3.11.1 Incorporating construction simulations during the design phase can lead to significant improvements, with the contractor's input at this stage serving as a true differentiator.
- 1.3.12 Design for Structures Dismount ability,
- 1.3.12.1 Consider the dismantling of the structure instead of demolition.
- 1.3.13 Incorporate Carbon Analysis in the Iterative Design process. Carbon Footprint metrics at design stage in coordination with all players in design Team,
- 1.3.13.1 The whole carbon analysis should be carried out progressively throughout design stages in coordination with all other consultants. Preliminary analysis can be by comparative analysis of material consumption.
1.4 Strategy Implementation
- 1.4.1 Introduce Carbon metrics in all projects and design stages,
- 1.4.1.1 The Carbon calculations are based on project parameters like amount of Concrete, steel and rebar. Every project should have a tracker of these material volumes at each project stage.
- 1.4.2 Networking tracker, to be updated monthly,
- 1.4.2.1 A tracker on all relevant relationships with date and relevant information should be kept by individuals, so to inform future networking collective plans.
- 1.4.3 Develop personal technical training,
- 1.4.3.1 Steps to having effective training should be taken by individuals, focusing on goals.
1.5 Performance Evaluation Control
- 1.5.1 Monthly update Environmental Scanning list, keep track of change,
- 1.5.1.1 The above environmental scanning list should be updated on a monthly basis and a tracker created, to inform future strategic changes.
- 1.5.2 Revision of strategy Formulation,
- 1.5.2.1 The above strategy formulation should be reviewed with the team, and checked if the approach is impactful.
- 1.5.3 Revision of strategy Implementation,
- 1.5.3.1 The above strategy implementation should be reviewed with the team and checked if it does implement the strategy and update if required.
1.6 Strategic Leadership
- 1.6.1 Develop a Strategic Vision focusing on Goals,
- 1.6.1.1 Periodical revision of all the above can guide future strategies and implementation plans.
Case study: One Blackfriars
This project was a key strategic milestone for the firm, showcasing our ability to deliver on high-profile assignments. I was able to produce a comprehensive, high-quality report on this landmark building, which clearly demonstrated the level of effort, attention to detail, and expertise involved.
The quality of the final deliverable was undeniable, reinforcing the firm’s reputation for excellence. Identifying and seizing high-value opportunities like this, where the outcomes will resonate both internally and externally, is essential for driving long-term impact and business growth.
