By Zulema Sanchis, Director, Accuracy

We’ve all read the big reports. Digital transformation in construction will drive productivity gains, reduce rework, shorten timelines and improve safety. Major consultancy firms have mapped the way forward many times:

• Identify key pain points
• Align digital tools with strategy
• Reskill the workforce
• Scale successful pilots

It’s a solid framework. But if you’ve ever sat in a project review meeting with coffee going cold and Wi-Fi dropping out, you know there’s a gap between the PowerPoint and the piling mat.

According to Harvard Business Review, “On average, 87.5% of digital transformation efforts fail to meet objectives”, while Forbes highlights that 26% of transformations produce no sustainable change, 44% have suboptimal results and only 30% are deemed a success. It’s clear that something is going wrong, but what?

I’ve been on both sides of the issue, from helping companies plan their digital roadmap to watching adoption fall flat in week three. Here’s a more honest look at what it actually takes to select and integrate new technologies – not from the top down, but from right in the middle of the action.

Are we solving a real problem or just buying software?

This is the first question we ask clients, and it’s often the hardest to answer.

It’s easy to get excited about tools and platforms that promise dashboards, collaboration and seamless integration. But ask yourself this: what are we fixing? Not at a strategic level, but at a practical, lived level. Is it the way RFIs are tracked? The disconnect between site photos and reporting? The lag between procurement and delivery?

If you can’t name the pain in under 30 seconds, it’s probably not defined clearly enough to solve.

A common question I hear more and more: why do our pilots succeed, and our rollouts fail?

You know the story: a pilot goes brilliantly; the team is enthusiastic; the data looks great; and everyone’s optimistic. Then, three months into rollout, utilisation drops. The tool seems to become optional or gets bypassed entirely. Why?

It is often the case that the pilot is protected. It has extra support, a motivated team and a spotlight with leadership. But that’s not how most projects run. In fact, according to academic research, approximately 70% to 95% of digital transformation efforts fail primarily due to employee resistance to change, a lack of support from management and a lack of leadership. So, when scaling, we need to ask the following questions:

• Could this tool survive a chaotic job site?
• Does it still work when deadlines are tight and training gets skipped?
• Is it solving problems that people feel daily?

If the answer’s no, we should go back to the drawing board, not the next shiny tool.

For me, the next natural question is this: are we designing with the users or just for them?

I’ve seen too many tech rollouts led by well-meaning head office teams with zero site input.

When that happens, people find workarounds. They screenshot. They go back to Excel. They wait for the system to go away.

The best tech adoption I’ve seen started differently:

• Early engagement with end users
• Pilots run by the teams who’ll use them
• Feedback loops that are fast, informal and real

Are we involving the people who experience the problem daily? Or just asking them to adapt?

Managing change is time consuming. When we change how work gets done, we’re not just introducing a new system, we’re shifting behaviours. That only works if people are genuinely part of the process. So, roll up your sleeves and get ready for meaningful conversations to convince people that this is the right way forward.

This leads to the next question: do we treat integration like an IT task or an operational change?

Integrating new tech is not just about data flows or user logins. It’s about changing habits, redesigning processes, implementing incentives and building trust.

We need to treat tech as part of how we do the work, not just a layer on top.

That often means asking uncomfortable questions:

• Do we need to rethink roles or reporting lines?
• Will this change what success looks like for some teams?
• Are we treating tech implementation with the same seriousness – and resources – as any other major operational shift?

I would like to finish this thinking exercise with a final question: are we being honest about what transformation really takes?

It’s tempting to chase innovation by focusing on what’s new. But real progress often lies in doing the basics brilliantly. Choosing one pain point. Solving it well. Building belief and momentum, and then moving on to the next.

Transformation isn’t a launch – it’s a shift in how people think, work and trust each other. And that starts with asking the right questions, not just selecting the right tool.

About Accuracy

Accuracy is a wholly independent international consulting firm advising company management and shareholders on their strategic or critical decisions, notably in transactions, disputes and crises.

Accuracy’s strength is to connect strategy, facts and figures. Accuracy’s teams are international and multicultural, combining various skills to provide bespoke services to our clients. We recruit consultants from the best.

Accuracy is present in 14 countries in Asia, Europe, North America, the Middle East and Africa and accompanies clients all around the world.

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