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2 minutes

Transforming performance of major programmes

In our Transforming infrastructure performance series, we explore five central themes that look at how we can set examples of excellence and ambition.

2 minutes

Communities around the world benefit hugely from the power of infrastructure investment. Infrastructure spending is being looked to as a central solution to many policy challenges. In response, the sector needs to transform how we plan and deliver major programmes so we can fulfil infrastructure’s potential to play its part in benefitting global communities and in helping to address the climate emergency head-on. 

Understanding future metrics

Around the world, we see great examples of excellence and ambition. The goal for our industry needs to be to make these examples the norm – driving high performance consistently on complex major programmes. In our Transforming infrastructure performance series, we are exploring five central themes that look at how we as an industry can do this. 

Digital first

Delivering complex projects and programmes relies on the systems we use to design, build and operate infrastructure. As digital technology continues to evolve, adopting powerful integrated tools for programme management and delivery has never been more urgent - but also achievable. 

Investable infrastructure

More digitalisation means smarter infrastructure, but investment continues to rely on scale and long-term return. What innovative financing models are being adopted globally and how are they impacting major programmes? How, and what, do we prioritise when it comes to mega programmes, so that we invest responsibly and effectively? 

Lasting legacy

The shift in emphasis in the private and public sectors towards long-term social value is significant across major programmes. Legacy goes beyond delivery of a project – it can mean unlocking diverse pools of talent that expand local supply chains and create opportunities for local communities. 

Driving commercial performance 

Contracting strategies are often fragmented, rewarding input rather than outcomes. With increased programme scale, complexity and ambition, how can we re-design them to unlock new levels of efficiency and productivity? 

For further information contact:

Portrait of Charlene Singh, Global Business Generation Lead, Infrastructure, with city landscape featuring building with lots of windows in the background.

Charlene Singh

Global Business Generation Lead, Infrastructure