{"id":5395,"date":"2024-07-18T17:22:16","date_gmt":"2024-07-18T16:22:16","guid":{"rendered":"http:\/\/localhost:10023\/?p=5395"},"modified":"2024-08-01T14:17:01","modified_gmt":"2024-08-01T13:17:01","slug":"scaling-the-change-and-communicating-progress","status":"publish","type":"post","link":"https:\/\/globalbim.org\/es\/news\/scaling-the-change-and-communicating-progress\/","title":{"rendered":"Scaling\u202fthe change and communicating progress\u00a0"},"content":{"rendered":"\n

This is the final in a series of articles on the five states of digital transformation.<\/strong> <\/p>\n\n\n\n

Scaling can be one of the longest and most complex states in the digital transformation journey. Its purpose is to grow gradual maturity across the entire industry and communicate the change required in an easy-to-understand way to support adoption. <\/p>\n\n\n\n

Once scaling<\/a> has achieved its initial goals, it can follow a process of continuous improvement, potentially leading to future programmes, cycling back through the justifying<\/a>, mobilising<\/a>, developing<\/a> and implementing<\/a> states. <\/p>\n\n\n\n

These messages, and more, are outlined in the Global BIM Network\u2019s recently-released Public Sector Construction Digital Transformation Playbook<\/a> which provides tailored links to the Network\u2019s digital knowledge base, the Information Collection<\/a>. <\/p>\n\n\n\n

Scaling spans national, organizational and project levels, necessitating adaptability to diverse contexts. Unique challenges arise, including the need for scalable capacity building and communication for thousands of stakeholders. Policymaker leadership is essential, with incentives and regulations to support adoption. Peer groups and communities emerge to support stakeholders, ensuring the change becomes business as usual, driving maturity and unlocking value. <\/p>\n\n\n\n

Key challenges for personas<\/strong> <\/p>\n\n\n\n

During scaling, three user types, or personas, play important roles. <\/p>\n\n\n\n

Policy \/ strategy personas continue to provide leadership and direction, albeit at a much-reduced capacity. They ensure the overarching strategy for the digital transformation stays aligned with government objectives. They may introduce regulatory measures to drive wider adoption and scale up again to look at new initiatives as the programme focuses on continuous improvement. <\/p>\n\n\n\n

Transformation programme personas support capacity building. This includes developing scalable training resources to accommodate the growing number of stakeholders. Communication is crucial. These personas also track progress, gather case studies, and adapt solutions for different sectors and contexts. They play a central role in supporting communities of practice. <\/p>\n\n\n\n

Procurer \/ owner \/ operator personas continue to provide feedback and fine-tune the transformation\u2019s outputs. They engage in capacity building and implementation, ensuring their teams are prepared for the new way of working. They also adapt and align their practices with emerging industry standards. As the transformation becomes business as usual, they take on a larger role in supporting industry-led change.  <\/p>\n\n\n\n

Seven considerations<\/strong> <\/p>\n\n\n\n

The following considerations are addressed in the scaling state: <\/p>\n\n\n\n