The game-changer · Charan, Ram;; Lafley, A.G. · Cambio de juego · Charan, Ram;; Lafley, A.G.. Otros libros de Martin, Roger L. Otros libros de Martin, Roger L. Execution: The Discipline of Getting Things Done: Larry Bossidy, Ram Charan: : Libros. The Leadership Pipeline: How to Build the Leadership Powered Company: Ram Charan, Stephen Drotter, James Noel: : Libros.
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Aconex – the world leader in on- line project management – is sponsoring the Jueg Infrastructure Project of the Year Awards, and will announce the winners at 2pm on October 16th. We hope to support these projects every step of the way, ensuring that they are efficiently managed in a collaborative environment and completed on time and on budget.
Project of the Year awards are given in five project categories. Nominees are all projects that are planned for the very near future, and demonstrate the imagination and technical skills of their developers, inspiring people from around the region with new ideas and paradigms for infrastructure project development.
Charran Project of the Year. The project is a game changer, in the sense of dramatically improving the global competitiveness of the country or region in which the project is situated.
This is absolutely critical, given the pent-up demand for infrastructure finance in North America, and the creative solutions that both Canada and certain US states – specifically including Colorado – are developing. Engineering Project of the Year – That project which extends or demonstrates the region’s technical engineering capacity, especially including design and creative problem solving. This includes designs that are either path-breaking in terms of basic engineering, or in terms of value for money, or some combination of the two.
This needs to be well-documented, and speciZically tabulates direct, indirect and induced job creation – over the 20 to 30 year life of the project. It cambii particularly important to judge these projects in terms of long-term business impact.
Marc Fincham – Results from #
The Infrastructure Leadership Profile Series is designed to give you an inside look at what matters to today’s industry leaders. If you are interested in appearing in The Infrastructure Leadership Profile Series, please cuaran us at This email address is being protected from spambots. How did you get to Hill International, and how has working at Hill been different from your experience at other companies? Nesse processo concorremos com diversas empresas que desenvolviam a mesma atividade da Engineering.
Tell us about some of the more complex or challenging projects in which Hill has been involved in recent years. Hill has become a global leader in construction management and program management. To what do you attribute Hill’s success? This has been a challenging time for infrastructure in Latin America. Juegk do you think can be learned from the last year?
How do you see the market developing during the next years? Tell us about your most gratifying professional experience. Participamos do processo do Parque D. Em termo de Vharan a dificuldade foi a de gerir contratos, com aproximadamente Este projeto consolidou conceitos americanos e europeus, os quais foram tropicalizados para o Brasil.
What has been your favorite book in the last year? How do you see the global infrastructure market evolving in ? Over the next 5 years?
We obviously feel that the need for infrastructure is rapidly reaching a critical point where there needs to be dramatically increased investment on every continent. Clearly with the recent elections in several key countries, there is a renewed emphasis on addressing the significant backlog of needs but we also are not convinced that in the near term that traditional government spending will accelerate to even stabilize the situation.
Inwe hope that there will be a renewed emphasis on streamlining processes so projects can start much quicker than historically has been the case and that includes: We are also following investments which are impacting infrastructure both within Asia and coming from Asia, particularly China. China is very interested in investing in this area and has made it known that they will be looking to take an even greater role in infrastructure globally.
This is very interesting to us as we have a significant presence in China and across Asia and we think that over the next several years that the impact of Chinese investment will be significant and could accelerate infrastructure growth.
Those types of investments can have life changing impacts on developing parts of the world and we see them as also being at the forefront of innovation as to how those services will be delivered.
While we all hope technology will drive down costs and shorten schedules in big infrastructure, using better design tools, LEAN technologies, and common scheduling platforms such as BIM and the like, truly exciting things are happening around alternative power sources and storage ability, enhanced internet capability and local water systems which will change people’s lives for the better which is the entire premise of smart infrastructure investment in the first place.
In Canada and the US, recent elections brought infrastructure to the forefront as everyone knows. While the Canadian and US models are in different in many ways, we do expect an increase in funding for infrastructure from traditional government funding models to alternatives including P3, unsolicited bidding in many jurisdictions, more use of tolls and user financed models, and hopefully a more predictable contracting process particularly in the US.
The lack of consistency around contracts in the US most infrastructure is either state managed or by governmental entities such as transit or port authorities each of whom have different contracting requirements is not typical of much of the rest of the world and creates uncertainty and delays in getting jobs out of the ground.
We think this would be a good place to focus for the US and would be very helpful in moving jobs forward. Beyond that, the basic questions of funding jobs has not been resolved and we feel that there are a number of significant battles ahead on that front as governments have been reluctant to fund large infrastructure work given continuing budget deficits.
So summing up our thoughts, we think that its likely more infrastructure spending will start in but we also think that this will be a multi-year process given the hole that we have dug by not maintaining pace with infrastructure needs. Certainly as I stated, other countries have developed models particularly around P3 which apply to all projects done under that method.
That would be a very good start. Secondly, we need to really look at what infrastructure needs are given the changes in work we are seeing which we feel are accelerating and other countries are ahead of us in recognizing that. By that I mean, people are not willing to commute long distances to get to work any longer. Work hours and accommodations are changing in many parts of the world to allow more flexibility in where people work home for example. Many countries are focusing not on highway systems but on mass transit where they have a major head start on the US and Canada in many respects.
Other parts of the world have long histories of alternative approaches to infrastructure by privatizing things like highways and transit and are accustomed to user fees and tools which are not things much of the US in particular has demonstrated a tolerance for.
At some point, we expect that the US needs will be critical enough that alternative funding sources will be more acceptable. What are the risk management strategies or tools that would bring more private capital to projects where early stage risk like construction and demand have traditionally attracted less private investment?
Regardless of territory, investors view construction risk as key. Strategically, Willis Towers Watson engages with investors at all stages of projects but we are acutely aware that there are areas of construction risks which are not addressed by traditional insurance products including: To that end, we work to expand the bounds of traditional insurance and provide more innovative solutions. We feel that innovation is necessary because demand risk is difficult and again, is something not traditionally addressed by the insurance market.
An example of innovation within Willis Towers Watson is our parametric trigger footfall product. But innovation also needs to occur in how we understand risk.
We’d have to point to advances in Geographic Information Systems GISmapping services, drones and sensors that are providing the optics necessary to better understand exposures in some of the more remote areas of the world.
Our approach is to leverage our own internal models in addition to the best models in the market in order to provide the best perspective on these exposures. Today, we have many more tools to better assess these risks.
We know that emerging markets face specific challenges with attracting investment. We referred earlier to the need for consistency in models. However, in emerging countries specifically, the availability of political commitment, viable legal and political frameworks, and local expertise to support PPP’s will be key. Through our broad network of offices, Willis Towers Watson can provide both the specialist advice based on international experience together with the local commitment which is necessary to support projects.
Overall, we would say that accessing risk as the first approach is key and that this is the perspective that provides a framework to evaluate any project. Our approach is to understand the project risks as completely as possible including the use of tools such as analytics, risk engineering, and contract risk analysis and to ensure that the most appropriate risk allocation is achieved.
The insurance market has limitations and ultimately, uncertainty costs money regardless of whether the risk is passed to the insurance market or retained. Therefore, full due diligence and analysis of project risks is one of the key factors to getting the private sector engaged. Actually, I am reading two books. American Lion by Jon Meachem which is the terrific biography of Andrew Jackson and has a number of parallels to our current political climate.
The other book is River of Doubt, the story of Theodore Roosevelt leading an expedition into the interior of the Amazon into truly uncharted parts of Brazil after he lost his bid to be elected president in leading a third party movement called the Bull Moose Party. Incredible story of his willing himself to finish the journey despite nearly losing his life.
What do you see as THE key challenge for the Trump Administration in unleashing private investment in infrastructure? Education as to need and gaining popular support to pay for the proposed investments, which go to obtaining the cooperation and support of state and local government officials who will be responsible, in many instances, for execution of projects, The issue is willingness to pay for — through taxes and availability or user charges — the investments for which money is raised.
Execution is extraordinarily difficult given our federal system of government and the degree of autonomy enjoyed by our 50 states and the thousands of local governments that comprise the United States and own much of our infrastructure. That Infrastructure is fragmented and often below scale for the investments that need to be made and is subject to multi-layer federal, state and local regulation that overlaps and delays projects.
Given that the Global Forum is in Canada, and you are a Platinum sponsor, do you see a role for Canadian pension funds in the US infrastructure market? What is that role? As knowledgeable, experienced investors in infrastructure procured using P3 models, the Canadian pension funds have a significant role to play.
The terrain is different, however, in the U. We have a very long history of state and local procurement, ownership, financing and operation of much of our infrastructure. Tax-exempt municipal finance is not going away and, in fact, its availability to play a role in P3-type procurements has been expanded by a recent IRS revenue procedure.
The traditional, international P3 model may make great sense in many circumstances, but there are others in which the availability of tax-exempt finance could lead to a hybrid model in which financing is provided primarily via tax-exempt finance. It will be useful to identify early whether this is a significant possibility, so as to avoid wasting effort. Law firms – are you market makers, or market facilitators, in the infrastructure market?
Squire Patton Boggs is different than most law firms.
The Game-Changer by A.G. Lafley
Most are facilitators that help execute transactions brought to them by other market participants, and we certainly do that. We do more, however, in charqn least two very specific ways. Our unique public policy capabilities enable us to be very directly involved in the making of policy and, thereby, markets. In addition, we engage regularly in thought leadership activities such as explaining to the market the significance of IRS Revenue Procedure issued last August.
Many P3 market participants misinterpreted certain of its provisions.
This was due, in significant part, to lack of familiarity of typical P3 market participants with the complex and voluminous tax rules and regulations that govern U. We have had a nationally recognized practice in the U.
What’s the most interesting book you read charwn ? He then, of course, was a national broadcast journalist for many years.