Global enterprise technology strategy
PROPERTY, INFRASTRUCTURE & CONSTRUCTION · TECHNOLOGY · BOARD STRATEGY
The situation
A global property-development and construction group was facing disruption from construction-technology platforms, automated supply chains, and digitally enabled assets. Its technology functions worked as decentralised support: each business unit bought its own software with no central coordination, which drove duplication, higher operating costs, and integration and security risk. The group was also failing to make money from the data its physical assets could generate, ceding that value to external technology entrants. Ahead of a board capital submission, the global leadership team wanted an enterprise technology strategy that repositioned IT as a driver of revenue and customer experience.
Before
Fragmented regional software
Disconnected vendor contracts
Unmonetised physical assets
Siloed business-unit technology
Administrative cost centre
The work
Retained as lead adviser to the global CIO and the board, we built a multi-year roadmap that redefined technology from cost centre to value creator across Australia, Asia, Europe, and the Americas:
Built the business case: the financial modelling, capital profiles, and savings frameworks for board approval, with a governance gateway to pool fragmented regional IT budgets into one investment pool.
Mapped a global rationalisation of core software, decommissioning duplicates, moving to cloud collaboration platforms, and standardising hardware.
Built a benefits matrix mapping value across the asset lifecycle, from feasibility and design through procurement, manufacture, construction, and facilities management.
Embedded five commercial levers into forward bids: internal productivity, asset premiums from future-proofed precincts, supply-chain productivity, customer-experience data, and wider value-chain participation.
Set up central technology governance for vendor negotiation, removed unintegrated third-party contracts, and created an innovation function to assess robotics, modular manufacturing, and drone-based site data.
After
Aligned global applications
Consolidated vendor-risk gates
Smart-precinct asset premiums
Group-wide roadmap
Board-approved revenue engine
The outcome
A board strategy paper adopted by the global leadership team, with one technology vision across four regions.
An optimisation framework mapping savings through global application consolidation and outsourcing.
A position to capture green premiums and higher rental yields through building-data networks and digital twins designed in from the start.