Clienting in Major Projects

On 2 July, we had the pleasure of bringing together a diverse group of senior industry leaders for a project born from a collaborative effort between USBS academics, Prof Jeni Giambona and Dr Nicholas Dacre, and Emma-Jane Houghton FICE as they continue to examine how we can Client better to deliver desired outcomes in major projects.

This workshop offered a valuable platform for our academics to engage with professionals and stakeholders from the field, who shared their perspectives on the proposed systems-based clienting framework currently under development by the project team. Receiving grounded and practical feedback on the framework’s relevance and applicability was an important step in moving forward the project, which is an exemplar of a truly co-creation effort. The exchange of ideas between academics and practitioners lays the groundwork for collaborative knowledge creation that can have relevant impact in real-word situations. Drawing on the lived experience of those in practice and transforming it into actionable models through rigorous academic analysis is the epitome of knowledge exchange, where academia is in a constant dialogue with industry. The ultimate purpose of this collaborative process is to advance real-world impact, innovation, and to develop evidence-based practices.

Clienting in major projects is undeniably critical and often determines project success. Shifting away from the notion of the 'intelligent client' towards a systems-based approach will be instrumental in enhancing the effectiveness and outcomes of future large-scale initiatives.  By embracing the concept of the 'incomplete client', we aim to shape the future of infrastructure and tackle the complex, interrelated challenges that major projects frequently encounter. While we do not present this approach as a panacea, we are confident that it marks a significant step in the right direction.