Why, who, when and how?. An empirical view of the UK construction industry’s decision making process. Tony Williams Building Value Ltd the independent strategic advisor to the building materials, construction & support services sectors 11 June 2004.
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An empirical view of the UK construction industry’s decision making process
Tony WilliamsBuilding Value Ltdthe independent strategic advisor to the building materials, construction & support services sectors11 June 2004
Source: CFR, Spring 2004
“Those who run international businesses do so because they like to travel. Very few construction companies make more from overseas operations than at home; so why do they stay there? UK contractor, 2004
“A poorly controlled area at large corporate level is strategic decision making that doesn’t hold firm for the medium term. This means subsidiary managers never get to understand how they can be part of group-wide goals......
“…The lack of political will ‘to stick to one’s knitting’, even if market conditions change, means that a lot of second tier decision making is in vain”UK construction CEO, 2004
“What surprises me about construction is that decisions are taken without a proper review of the facts, particularly the risks, which many refuse to quantify by arguing that such issues are subjective or even emotive…
“Risk is not related to size. You could just as easily lose £1 million on a £5 million job as one that is worth £50 million”Construction CEO, 2004
“Construction is a long term business and trying to make decisions to satisfy shareholders on a quarterly basis can be inconsistent with the strategic plan.......
…and if decision making favours one group of stakeholders at the expense of others, for a prolonged period, the business is virtually guaranteed to under perform”Construction CEO, 2004