Last week, the team from Metro Trains Melbourne (MTM) travelled 10,497 miles and we couldn’t wait to welcome them to our new offices for an amazing networking event! All the way from their offices near St Patrick’s Cathedral, Melbourne to ResoLex HQ by St Paul’s Cathedral, London.
MTM are on a mission to recruit some amazing new talent to relocate and join them on some exciting projects in Victoria. Planning an event so far away can be difficult so we joined forces with Rail Media and NAWIC (National Association of Women in Construction) to help plan and execute the perfect networking and recruitment event.
Why did we become an event partner?
“Having worked with several of the MTM leadership team members in the UK, we were keen to support their international learning opportunities and foster international collaboration.
We joined MTM as their event partner as we know major projects worldwide require the same key elements to ensure success; technical competence, commercial competence and what we term social competence. Metro Trains Melbourne are offering the opportunity for project professionals to share learning from Crossrail and HS2 (High Speed 2) to this exciting urban transport project ‘Victoria’s Big Build’.
We are particularly interested in the impact of the alliance agreement, preferred in Australia when it comes to creating the integration required for successfully deploying the rail systems.
Therefore we were delighted to meet Pete Gleeson, Executive Director, and catch up with Jamie Burns and Lisa Hogben when they said they were coming to the UK on a learning mission and support their offering of opportunities to those who fancy the adventure of relocating to work with Metro”.
Edward Moore, Chief Exec. at ResoLex
The event was a great success for MTM and those interested in relocating! We are keen to support like-minded organisations in major projects who are working to build diverse and collaborative teams. We caught up with Lisa Hogben, Package Director at Metro Trains Melbourne for some feedback on the event and here’s what she had to say:
Having worked with ResoLex in the past, enjoyed their innovative and creative professional development events and seeing how they live their values of insight, creativity, and partnership, I knew they were the right partners for our UK networking event.
To me, the essence of true collaboration is doing things for others even if there’s no immediate benefit to you, and ResoLex models that essence.
We’re so thankful that ResoLex agreed to be our event partners, and we definitely owe them one!
We would like to thank everyone involved and wish those relocating every success in an industry close to our hearts! Get in touch if you would like to see how we can help your project team.
Putting The Construction Playbook into Practice – 30th June 2022
Facilitated by Ed Moore and Kelachi Amadi-Echendu
ResoLex’s Roundtable series recommenced with our first in-person session since Autumn 2019 and in our new home – you may have seen, we have relocated along with our friends from the International Dispute Resolution Centre to Paternoster Lane right next to the beautiful St. Paul’s Cathedral – where we welcomed a select group to delve into some of the key aspects of The Construction Playbook.
Our Chief Exec, Ed opened the session by setting out our view that the success of major projects hinges on three critical interlinked elements; Technical, Commercial and Social. His observation is that The Construction Playbook continues the worthy objective of modernising the construction industry. However, reading through the document one can see that its focus is primarily on a project’s technical and commercial elements, but has little to say on the social element, on the people that deliver projects.
Our Senior Consultant, Kelachi then introduced the report we recently produced, Changing Behaviours in Construction: A complement to The Construction Playbook. The report brings together our experience and contributions from our Associates and is designed to act as a complement to The Construction Playbook. It provides practical guidance on the behavioural and cultural elements that supplement some of the key recommendations in the Playbook, focusing on actions and activities that we know through our experience help to build a project’s ‘social capital’.
Our Roundtable sessions are designed to be an interactive discussions rather than a lecture. We, therefore, had an interactive session with participation from everyone in the room, offering a range of perspectives around two key topics:
- Collaborative Leadership
Leadership has been a hot topic within the industry lately. Kelachi pointed out that it is discussed throughout our report and was recently raised in the second iteration of the ICE review: A Systems Approach to Infrastructure Delivery. An article in the NCE references the report as identifying the need for projects to move on from the habit of appointing ‘hero leaders’ – you can find the full article here.
There was consensus in the room that when faced with complexity, there is a need to adopt different leadership styles and attributes and, that collaborative leadership is desirable, but it is probably more important to embed the right culture at the start. The discussion also brought out the recognition that the leadership needs of a project change as the project/programme moves through the cycle. In modern construction, leaders need to be truly agile, and able to adjust their approach depending on circumstances.
- Front End Loading
Ed picked up on the requirement in the Playbook to put more time into the start of a project to think through how a team will work together before moving into the task of construction. The question to the room was the extent to which this would add value.
The consensus was that time spent working through potential issues with the full design and delivery team, ideally producing a digital twin, would ultimately produce a better outcome. The proviso, however, was that project teams need to be clear on the main focus, as time can easily be frittered away on inconsequential matters.
The other challenge identified is that upfront investment in building relationships could be wasted if individuals involved in the early stages of a project then quickly moved on to other projects or roles. The answer to this problem was seen to be the need to proactively establish a strong culture so that new entrants to the project would quickly pick up the required mindset and behaviours set out in the beginning.
Taking an overview of the evening’s discussion, the common perspective was a recognition that the social, and therefore people component is a key element in the shifting of behaviours to enable the construction industry to deal with the complexity and uncertainty that are features of our current environment. The industry must therefore focus more effort to train leaders in how to become more agile and understand how to build project cultures that will embed collaborative ways of working that will endure through the life cycle of a project.
You can access The Construction Playbook and our report through the links below:
The Construction Playbook
Changing Behaviours in Construction: A complement to The Construction Playbook
Tony Llewellyn – 4 July 2022