Client to client and listen carefully. Organizing a specialized seminar requires competent professionals, many hours of work, enthusiasm and the collaboration of the entire company. This is what happened with an event we held at Doka UK: “Case study high-rise event 2018: Understanding how to Build Higher, Faster & Safer”.
Last month, an unusual Siberian weather system that British meteorologists dubbed “the Beast from the East” brought snow, strong winds and the coldest temperatures in several years to much of Britain and elsewhere in Europe. House building was little affected, but the storm clobbered other sectors, the survey showed
All knowledge of the world of human beings, we have to click away. Every second, every minute, every day we have the freedom to read, listen, see, share, comment on any historical event, any current event, any strategy, any business key. We have the immense fortune of having the key of knowledge in our pocket. We just have to worry about having Wi-Fi and enough battery. This historical stage is resolved in the talent of each human being, each woman and each man. An added value built from familiar knowledge, and the circles of people that surround us in student life, or in an early working life.
I have the great fortune of being Managing Director of Doka UK and Doka Ireland. Doka is a multinational company specializing in formwork solutions for large infrastructures, for decades. For this reason, I need reliable information on trends and forecasts on the construction sector in the UK. And sometimes it’s not easy, because there are unforeseen variables, there are unexpected news that can change business prospects. Below I summarize the information that I was able to read in generic media, and specialized in construction. Perhaps the present has already passed, but perhaps we can find some light for the horizon of the coming months.
My conclusion is that the big meetings with political and business leaders, the great regional or world summits, are important and can point to trucks of solutions for complex problems. However, the big conclusions need to be built in each country, in each company and in each household.
Crazy ideas, no, technological revolution in the construction industry. We can foresee for real a new era in construction, design and planning put together in 4d virtual reality for massive efficiency improvements.
You will agree with me on this assessment: “The British exit of the European Union is the most significant economic demerger between major economies since the Second World War and much about the forthcoming process of transitioning out of the EU has no precedent. But we know already that both the UK and the EU will be significantly changed by what is about to unfold”.
Last July publish in this Blog a case of successful management like Apple. In August I bring a business case with less success: Uber. The technological giants carry out negotiations that appear in all business schools. Some are examples of management to study and draw positive conclusions when managing multinationals. However, business failures sometimes also serve to draw conclusions from what should not be done. Uber has a dubious reputation in many countries because he enters as “an elephant in a hardware store”. I say this with all due respect, of course. I read this information from the New York Times that seems to me the most fair to Uber’s business reality
The first industrial revolution came about thanks to the steam engine. It happened to him the second revolution derived from the electrical energy. The third industrial revolution came with the computer age. And we are already living the fourth industrial revolution, 4.0, with the digital transformation of economic processes. This present looks like the future drawn a few years ago. However, it seems to accelerate, for example, in labor material. In the next decade, several professional profiles may disappear by robots or computer logarithms. Martin Boehm, Dean of IE Business School, anticipated