Opinion

UK's senior talent pipeline is up to the challenge of delivery

Bob Reynold Odgers Berndtson

The new generation of infrastructure leaders gives the UK profession strength in depth, says Bob Reynolds, managing partner of the energy, manufacturing & infrastructure practice at Odgers Berndtson.

Much has been written about the need for a long-term UK infrastructure plan which would not only serve society’s needs, but also provide some certainty and continuity for the UK construction industry supply chain required to deliver it.  

The good news is that if such a plan was implemented and was able to increase the number of so-called “shovel-ready” projects tomorrow, then although there would, no doubt, be a lot of resource pinch points in the machinery of delivery, a lack of senior management talent in project and programme management would not necessarily be one of them.

Perhaps most importantly they understand that the “top job” is as much about managing stakeholders as it is about managing the programme.

Ten years ago, in what we might refer to as the “pre-Olympic” era of UK programme management, the talent pool of large-scale project and programme managers who could point to a portfolio of successful projects that they had completed on time, on budget and to specification, was spectacularly small.

Compare that with today’s situation where, for example, there has been enough proven, home-grown talent in the pool to supply new leaders, for several major programmes simultaneously, including Crossrail, High Speed 2, Network Rail and Thames Tideway Tunnel; with still plenty in reserve for other major programmes that are ramping up, such as Hinkley Point C.

It is also encouraging to see the strength in depth that this new generation of programme leaders bring to the table.  Not all of them are civil engineers for example, in line with the modern view that major projects, which historically might have been called “civil engineering” projects, are in fact “systems integration” projects, where significant civil engineering input may be involved, but the output is a railway, or an airport terminal, or a power plant, etc.  It is perhaps no coincidence that several non-civil engineers in such roles are former naval shipbuilders who are no strangers to big ticket systems integration programmes.

It is also encouraging to see the strength in depth that this new generation of programme leaders bring to the table.  

This new generation also comes well equipped with the modern tools of the trade.  They are well-schooled in project architecture options, often favouring integrated teams supported by an embedded programme delivery partner.  They have an excellent understanding of the technical/commercial aspects of setting up collaborative forms of contract, and establishing effective programme controls and risk management tools. 

And perhaps most importantly they understand that the “top job” is as much about managing stakeholders as it is about managing the programme.

So, in summary, I am not overly optimistic that the UK’s infrastructure log-jam will unblock any time soon to yield a flowing pipeline of new projects, but I am optimistic that if it does, the senior talent pipeline will be up to the challenge.

Bob Reynolds is managing partner of the energy, manufacturing & infrastructure practice at Odgers Berndtson