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Consolidation and integration

Rodney Moffett

Our industry faces increasing pressure to deliver infrastructure and asset management that can meet current needs for sustainable, high-level performance and capacity. Often this needs to be within an accelerated timescale to minimise the disruption to end users and within the context of constrained resources and tightening budgets.

Furthermore, a perception of asset management as something that occupies a space between the operation of physical infrastructure and the business can impose commercial complexities, on top of the engineering challenges.

Recently, Amey marked the one-year anniversary of its acquisition of Enterprise, which it believes has created unrivalled breadth and depth of capability.

The resultant integration helped Amey to further respond to the new dynamics of the market effectively, and meet these challenges head-on.

This preparation is essential to all within our industry as the continued drive for value and efficiency leads us towards a programme-focused approach, rather than the delivery of projects in isolation, so that the business change objectives of client organisations can be achieved.

Over the past six years, Amey has gone through a huge cultural change to drive a better business model that values consultancy and engineering skills alongside operational expertise. It recognises that truly effective outcomes require the commitment to an ethos of holistic, integrated programme management.

This approach has allowed Amey to create and maintain a joined up annual programme of work with Northern Ireland’s Department for Regional Development, through a recently awarded consultancy partnership contract for a rare third successive term.

Doing so gives the partnership the ability to effectively manage resources, enabling the identification and sharing of best practice and knowledge across all projects, and nurturing strong financial control. This integrated approach also keeps the focus on the client’s objectives while at the same time identifying opportunities to develop innovation.

Such a cultural shift can be a difficult journey, but one that is worth it, with the creation of a unique proposition and a culture of cooperation, where ideas and innovation are welcomed from every level of the business.

Developing partnerships such as this shares the burden of managing overall programmes between the client and the supplier.

It also encourages an environment of common objectives, accelerated delivery through sharing of best practice, and the provision of sustainable, value for money infrastructure for the public at large.

  • Rodney Moffett is Amey’s consulting business associate director for Northern Ireland


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