In this article, I share the analysis and decision-making process we led at Königsberger Vannucchi Arquitetura when starting our BIM transformation in 2017. We conducted six investment studies between 2013 and 2017 before the plan finally became an active initiative. It was September 2017, and we had just embarked on what would be the most important, transformative, and risky investment of the KV2020 strategic cycle: adopting BIM as the office standard across 100% of our projects, throughout 100% of their lifecycles.
At first glance, the landscape for this investment seemed uninviting: clients were not yet demanding BIM; most of the design chain—much like ourselves—relied on non-BIM workflows and deliverables; and, finally, the economy was anemic, meaning that mobilizing resources for this investment would be no easy task.
To our surprise, as we dug deeper into our investment studies, the scenario began to reveal itself as highly favorable for an initiative of this scale and organizational impact, as detailed below:
