There is a significant problem and no clear single path to addressing it.
Here we see issues like cybersecurity and GDPR coming into play, presenting a list of complex and expensive regulations to navigate.Finally, there’s the issue of transacting data.
While on the one hand someone might worry about opening themselves up to liability by providing data, they might also be wary of someone else using their data to achieve financial gain, and missing out on the opportunity themselves.Sharp says the situation has led to a nervousness and immaturity surrounding data, resulting in a tendency to either refuse to share data, or a lack of control for the end user.What we need, she says, is a much more mature set of transaction mechanisms.
We need agreements, possibly establishing the rules of data use, or how any profits will be shared.This will be key to getting a really high functioning National Digital Twin, even with the National Data Strategy..
This is uncharted, complex territory.
Security is a key issue, and security services are embedded within the programme.Although our technical services and products are becoming increasingly exportable and marketable, we need a more cohesive and collaborative approach regarding how we bring that UK construction value proposition to market.
It may be that BIM unlocks value, or value unlocks finance, or finance unlocks BIM, but there is a real chance to develop a ‘UK brand’ construction approach that we can sell internationally.We don’t want to compete on how cheaply we can provide labor and concrete.
We want to compete on how much value we can add, and how we can help support the delivery of infrastructure and development plans of economies throughout the world..The Construction Leadership Council and Developing a UK Value Proposition.