In a recent EY (Ernst & Young) poll, we see half of tech executives say more than 50% of AI (artificial intelligence) deployment will be autonomous in their company in the next 24 months. While that is exciting and opportunities abound, selecting technology for today’s construction project isn’t just about technology for the sake of technology—it’s about people‑centered adoption.
If you have been following along here on the blog, then you know in the first phase of this summer series, we have been talking about AI in general and AI throughout the lifecycle of a construction project, including design, construction, and building operations. In the second phase of the blog series, we have also looked at it in key areas like accounting and ERP (enterprise resource planning) and bidding and estimating.
Now, we are in the last phase of the blog series, where we look at aligning people, process, and technology. In the last two weeks, we explored people and process. Today, let’s tackle tech.
The EY poll suggests 48% of technology executives are already adopting or fully deploying agentic AI. While these are rather ambitious numbers. EY’s recent survey shows tech companies are moving quickly toward agentic AI—intelligent systems that act autonomously—while others are still catching up.
For construction, popular examples include AI scheduling platforms that autonomously shift crews based on weather or supply chain insights. But adoption is only sustainable if workers understand and trust these systems. Of course, AI is only one example. We are also seeing the rise of digital twins, the IoT (Internet of Things), sensors, and many other technologies that are coming to the construction jobsite.
So, the question remains: How can construction companies create strategies for success around any new technology adoption?
First, ensure the systems are secure: This is of course easier said than done. Cybersecurity is a moving target in today’s world, but we want to make sure any system we have in place is secure and aligns with the corporate guidelines and governance, as we discussed last week.
Second, consider how new technologies integrate with existing systems: Again, easier said than done. But data flow is key, especially in the construction industry, where there are multiple internal and external players that will need access to the information.
Finally, monitor and evolve regularly: Technology requires ongoing human oversight. Schedule quarterly audits to review system errors, address safety risks, and validate assumptions. Adjust technology adoption and process strategies as needed.
At the end of the day, it all comes back to people, process, and technology. We must ensure the people have the skills and resilience needed to do the job. The processes must have clear guidelines in place. And the technology must serve the needs of the company.
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