Construction & Development

A complex value chain in transition – from materials to finished assets

The construction and civil engineering industry – including contractors, builders, infrastructure, consultants, suppliers and property and project developers – has undergone significant changes in recent years. All players in the value chain are experiencing increased demands for efficiency, sustainability, transparency and professionalisation, while competition and complexity are growing. This challenges traditional roles and ways of working in the industry.

In the past, the value chain was often characterised by a clear division of labour and silo thinking: with developers and investors focusing on returns, consultants providing creative and technical input, contractors concentrating on buildability and execution, and suppliers looking at materials and components. Today, this division is being increasingly replaced by integrated partnerships, early involvement and shared responsibility for budgets, quality and sustainability.

Construction, entrepreneurship, and supply chain

The development and construction industry is facing increasing demands for productivity, documentation, project management, and risk management. At the same time, the supply chain, materials, components and technical solutions, has taken on a more strategic role as an active player in the design, sustainability, and industrialisation of construction projects.

Internationalisation, consolidation, and M&A have particularly affected the upstream oriented parts of the industry, where international players bring together local companies. Further down the value chain, many continue to operate regionally and nationally, subject to local building regulations, climatic factors, and employment conditions. Across the whole value chain, the focus is increasingly on efficiency, standardisation, digitalisation, and innovation.

Infrastructure as an asset class

Infrastructure plays an increasingly important role – both socially and as an investment class. Ageing infrastructure in mature economies, the worldwide need for new infrastructure, and private and institutional capital have fuelled increased activity in transport, utilities, and social infrastructure such as hospitals, schools, and public buildings.

Ownership structures and players are also changing, with increased involvement from pension funds, foundations, and private equity. This places new demands on leadership, asset management, governance, and co-operation between public and private actors – and increases the need for leaders with technical, commercial, and financial understanding.

Development and property improvement

In development and property improvement, roles and skills requirements are also changing. Developers are expected to think further along the value chain – from project development and regulatory processes to operations, users, and long-term value creation. Sustainability, ESG, flexible applications and transparent decision-making processes have become key competitive parameters.

At the same time, traditional business models are being challenged by new ways of living and working, a sharing mindset and increasing demands from both users and investors. The ability to combine vision, execution and robust project management is essential.

Requirements for managers and specialists

This development places new demands on leaders and key profiles throughout the value chain. The managers of the future must be able to navigate complex projects and partnerships, balance short-term operations with long-term value creation, and understand technology, finance and collaborative relationships.

There is a high demand for skilled managers and specialists in areas such as:

• board of directors, executive board and senior management
• project and portfolio management
• contractor and production management
• technical consulting and design management 
• procurement, supply chain and materials
• asset management, property and project development

The competition for the strongest profiles is intense, and candidates are aware of their value.

Our knowledge – your strength

GML represents deep market insight, we work with contractors, consultants, suppliers, developers, investors, and infrastructure companies and understand the different backgrounds, time horizons, and skills needs within the industry.

Our many years of experience and broad network enable us to identify and attract the right managers and specialists – even in a highly complex and competitive market. We also advise our customers on organisation, management structure, and competence building and have great respect for the proud traditions that still characterise the industry.

We help strengthen our customers’ competitiveness by recruiting the profiles that can produce coherence, results, and long-term value – across the whole value chain.