By its nature, change is future oriented. It can only be made in the future.
The past cannot be restored, and the present will vanish momentarily. In part, positive change entails responding to an emerging situation in the industry, such as the pandemic.
When it comes to procurement and construction, it is about creating a willed future. It is about achieving a vision of an improved state of affairs. I see so many requests for virtual meetings to review this topic every week and would suggest you take in as many as possible.
The industry needs a new vision moving forward but should be cognizant of the fact that we can’t chisel that vision in granite. There must always be objectivity in assessment and the flexibility to make such changes as they prove to be necessary or desirable.
I would describe vision as imaginative foresight, the extraordinary ability to anticipate events and to drive the attainment of a described object.
It is exemplified by the famous saying of George Bernard Shaw: “You see things; and you say ‘Why?’ But I dream things that never were; and I say, ‘Why not?’ ”
Procurement in construction must first set the vision on the future. This vision gives a sense of purpose and provides meaning and direction for the organization, both in the private and public sectors.
However, before turning to the question of vision for your organization as a whole, a potential CEO must first have a clear conception of what he or she wishes to be.
Only when these questions have been answered is it possible to begin mapping out a plan of action for the organization itself.
During these difficult times of COVID, you need to think of a short-term vision and a long-term vision.
How can purchasing and construction adapt to these extraordinary events in history.
Over the years, we have seen an ongoing battle related to how construction procurement is conducted.
As it is often said, it is not like buying goods and services.
Now more than ever, we need to work closely together to settle our differences.
Things like standardizing documents, using CCDC as a standard, writing RFPs in a clear way as to eliminate any ambiguity.
All these topics have been talked to death and it is now that we act to rectify some of these issues before it is too late.
Keeping the construction industry strong requires changes in the way it is procured. Innovation is required by all parties to come together and develop solutions to these issues before things get even more complicated.
Even though a COVID-19 vaccine has been developed and is presently being distributed worldwide, it will be several months before it is has reached the clear majority of the population.
Therefore, the short-term vision is needed to keep everything afloat until things revert to the new normal.
The best time to make any changes to the rules is during an emergency and the pandemic could be categorized as the biggest emergency in decades.
The second vision should be looking at how to work on preparation for coming out on the other side of this catastrophic event.
Things like the type of projects your company should be bidding on, public sector, private sector, or both. New options of how to bid for government projects, reviewing your own purchasing policies to ensure they produce the most efficient results.
Every vision is the extension of a dream, but when evaluating a vision, it is worthwhile to remember that every nightmare also starts out as a dream.
Vision must be based upon current reality, not old myth.
Moreover, in the words of Winston Churchill, “It is a mistake to look too far ahead. The chain of destiny can only be grasped one link at a time.”
Stephen Bauld is a government procurement expert and can be reached at [email protected]. Some of his columns may contain excerpts from The Municipal Procurement Handbook published by Butterworths.
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