In collaboration with academics from Salford University, the Cambridge-MIT Institute has put together a cross-industry group consisting of some 20 major organisations, of whom half are from the public sector. They have in common that each is a major client of the construction industry, but also has a range of responsibilities beyond that. They find it valuable to be able to discuss their common problems without having to worry about commercial sensitivities. For example, only one bank is represented, and only one oil company.
In collaboration with academics from Salford University, the Cambridge-MIT Institute has put together a cross-industry group consisting of some 20 major organisations, of whom half are from the public sector. They have in common that each is a major client of the construction industry, but also has a range of responsibilities beyond that. They find it valuable to be able to discuss their common problems without having to worry about commercial sensitivities. For example, only one bank is represented, and only one oil company. They also welcome:
- the chance to exchange experience across companies in a wide range of sectors of the economy, and between the public and private sectors;
- access to academics at Cambridge and at MIT in a very wide range of disciplines, and to construction-industry expertise at Salford;
- access to education;
- CMI's cross-industry links;
- CMI's links with government
The main group of participants constitutes an Executive Group which meets quarterly. Further organisations will be invited to join this Group, but its size will not exceed 30. It will spawn a number of Action Clusters. These will focus on specific topics that constitute real business problems. They will consist of some of the members of the Executive Group and may also involve also members' supply chains and various other experts. They will meet monthly to develop solutions to these business problems and some will lead to research projects. The Executive Group meetings will receive reports from the various Action Groups. In addition, each will focus on a theme with a presentation from a world-class business.
The benefits that the Executive Group will offer include the breadth of its membership, with diverse expertise, different perspectives and a rare mix of the public and private sectors. There is a promise of real action, not just theoretical results, through access to world-class knowledge and education systems, and by combining good blue-sky long-term thinking with short-term action. The exclusivity and small size of the Group will give its members the emotional commitment to attend regularly and the opportunity to influence and affect change in their own organisations, as well as influencing government and others. The CMI-Salford brand will help to attract key people, and so to provide access to global thinking. The Group will add to the strength of the brand.
At a meeting of the Executive Group on 11 July 2006 Nick Fry, CEO of Honda Racing, talked on innovation through partnering, Professor Wesley Harris, head of Aeronautics and Astronautics at MIT, discussed the similarities and differences between the aviation and construction industries, and John Lorimer, Capital Programme Director of Manchester City Council, described the challenges presented by a huge programme for school renewal and refurbishment. It was agreed to set up the following Action Clusters:
one on carbon management of buildings and businesses, led by the RBS and Thales
two on portfolio management, led by Ernst & Young and the RBS
one on improving the brand, leader to be identified.
Future Executive Group meetings will be held in London on the following dates:
Presentations & Reports
Members of the Executive Group may view presentations from previous meetings and the latest progress report by clicking on the dates below:
11 July 2006
