research papers on design management

A Review of Research on Design Management and Dynamic Capabilities

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• First Online: 06 November 2022
• pp 1793–1812
• Cite this conference paper

• Bing Zheng 3 &
• Sylvia Xihui Liu 3  

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• Congress of the International Association of Societies of Design Research

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Design management and dynamic capabilities are not entirely new fields, and the existing literature also mentions the connection between these concepts. The relationship between these two concepts is apparent and lacks in-depth research. However, studying the relationship between design management and dynamic capabilities helps us understand the nature of design management, discovering and responding to changes. Through literature review, we can clarify the relationship between them. Design management is a dynamic capability, and it can also generate new dynamic capabilities. Design management can be a dynamic capability because it has precise characteristics of dynamic capabilities, namely sensing, seizing, and transforming resources. Simultaneously, it can contribute new dynamic capabilities because it has the conditions for generating dynamic capabilities while the organisation and management process, specific positions, paths, and complete routines. Exploring the composition of design management through dynamic capability theory is of great significance to constructing the theoretical framework and operational prototype of design management.

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Zheng, B., Liu, S.X. (2022). A Review of Research on Design Management and Dynamic Capabilities. In: Bruyns, G., Wei, H. (eds) [ ] With Design: Reinventing Design Modes. IASDR 2021. Springer, Singapore. https://doi.org/10.1007/978-981-19-4472-7_116

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• Published: 22 January 2024

The role of BIM as a lean tool in design phase

• Rania Mohsen Aziz 1 , 2 ,
• Tark Ibrahim Nasreldin 1 &
• Omnia Mamdouh Hashem 1  

Journal of Engineering and Applied Science volume  71 , Article number:  23 ( 2024 ) Cite this article

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In the architectural, engineering, and construction industry, poor visualization of construction processes and lack of information exchange between different work teams can lead to poor performance. To address these challenges , lean construction methodologies aim to reduce and eliminate waste in construction processes, while BIM technology aims to enhance collaboration between project team members. In general, these technologies can be used together to improve project management and cost reduction. This can be achieved through improving workflow and coordination, enhancing interaction among project members, and using available tools to analyze and improve work. Many aspects of the integration between LC and BIM have been studied, and researchers have come up with some findings and recommendations. Most studies previously demonstrated theoretically that cost reductions using BIM techniques are significant compared to the traditional approach of project management. This is what this study proved practically by applying BIM in the design of a building which is quite successful in construction as it identifies the main causes of construction waste such as reducing waiting time and reducing non-value-added work by using Dynamo to develop these designs. So, the research problem comes, which is how to keep up with development in the field of construction by applying different BIM programs, which results in reducing the time and cost used in design. BIM is a technology that aims to enhance project management and cut costs. A digital representation of the project that contains all the data required for planning, managing, and carrying out the project is created using BIM.

Introduction

The field of architecture, engineering, and construction (AEC) development has seen significant advancements in recent years, although its progress may not be as noticeable as in other sectors. The construction industry, globally, has been characterized by low productivity, with value added per person growing at an average rate of only 1.0% between 1995 and 2015, compared to the overall economic growth rate of 2.7%. In comparison, the manufacturing sector experienced a growth rate of approximately 3.6% during the same period [ 1 ]. This productivity gap highlights the need for innovative approaches to improve efficiency and performance in the AEC industry.

One such approach is BIM, which offers numerous benefits to project teams. BIM enables enhanced information sharing and communication among stakeholders, leading to improved coordination and reduced errors. Additionally, BIM provides a visual representation of the construction process, facilitating better planning and communication among team members [ 2 ]. However, the full potential of BIM can be realized by incorporating LC principles, which optimize workflows and minimize waste, thereby enhancing overall project performance [ 3 ]. Various studies have emphasized the importance of implementing lean practices in the AEC industry [ 4 , 5 , 6 ]. These studies have explored the benefits of lean construction and addressed the challenges associated with its implementation [ 3 ]. Furthermore, some studies have examined both the advantages and obstacles and have provided recommendations for academics and professionals seeking to develop and implement lean practices [ 7 , 8 , 9 ].

Despite these efforts, there is still a research gap in understanding the criteria for effectively applying lean principles using BIM in the AEC industry. While previous studies have highlighted the benefits and challenges of implementing lean construction and BIM separately, there is a need to explore the integration of these two approaches to maximize their potential synergies. This study aims to fill this research gap by establishing criteria for the application of lean principles using BIM, addressing the research problem comprehensively. The main objective of this paper is to establish criteria for the application of BIM, as illustrated in Fig.  1 , in order to address the research problem. In addition to this, the paper aims to explain the benefits of implementing BIM, identify the obstacles to its effective implementation, and propose solutions. By addressing these objectives, this study seeks to contribute to the existing body of knowledge on the integration of lean principles and BIM in the AEC industry.

Proposed criteria for applying BIM (researcher’s work)

Theoretical studies

The integration of BIM and LC principles technology has been a topic of interest in the AEC industry. Lean construction aims to improve project efficiency and reduce waste, while BIM facilitates collaborative decision-making and information sharing among project stakeholders. While individual studies have explored the benefits of lean construction and BIM separately, there is a research gap in understanding the potential synergies and benefits that can be achieved by integrating these two approaches.

Several previous studies have contributed to the existing body of knowledge in this field. Papers [ 1 , 2 , 3 , 4 , 6 , 9 , 10 , 11 , 12 , 13 ] provide valuable insights and lessons learned regarding the integration of lean and BIM in the construction industry. These studies highlight the positive impact of lean construction on project performance, such as workflow optimization and waste reduction, as well as the benefits of BIM in coordination, communication, clash detection, and construction efficiency. Challenges and benefits associated with the application of lean construction in construction are discussed in papers [ 5 , 7 ], and [ 14 ]. These papers shed light on the obstacles that organizations may face when implementing lean construction principles and identify the potential benefits that can be realized through effective implementation.

The role of BIM in project planning and design is addressed in papers like [ 15 ], which highlight the capabilities of BIM in enhancing design and planning processes. Additionally, trust in BIM projects and a case study in Malaysia are explored in one paper [ 16 ], providing insights into the importance of trust and collaboration in BIM-enabled projects. In the context of software engineering challenges, a source [ 17 ] discusses the challenges associated with the use of BIM software in the construction industry. This paper provides valuable information on the software-related obstacles that practitioners may encounter when implementing BIM. Finally, one paper [ 18 ] focuses on the design of semantic data models in the construction industry, providing insights into the development of data models that can enhance information sharing and interoperability in BIM-enabled projects.

The integration of BIM and LC principles in the construction industry, particularly in the design phase, presents a promising approach to enhance project outcomes and improve efficiency. However, there is a need to investigate how these two methodologies can effectively interact and address the challenges associated with their integration. This study employed qualitative methods to explore the effective integration of BIM and LC in the design phase, with a focus on developing a framework for applying LC principles. To build a framework as shown in Fig.  2 for applying lean construction, three questions need to be answered are as follows:

Q1: How can BIM and lean interact effectively in the design phase?

Q2: What techniques are used to achieve BIM/lean interactions in the design phase?

Q3: What are the challenges to apply these?

Research methodology and the analysis of BIM and lean integration process (researcher’s work)

To address these questions, the following methodology was followed:

The research began with an extensive literature review of relevant studies on BIM [ 15 , 16 , 19 ] and lean construction [ 5 , 7 , 14 ]. The review aimed to identify best practices for implementing BIM and LC. The literature review provided a theoretical foundation and insights into the potential benefits and challenges of integrating BIM and LC [ 11 ].

Data collection: Relevant data and information were collected from previous studies and case studies that highlighted the potential benefits of integrating BIM and LC in the design phase. Data sources included academic journals and websites [ 17 ]. The timeframe for data collection spanned from February 2023 to September 2023. The selected data sources were critically reviewed, and the most pertinent information was extracted for further analysis.

Selection of the school project: The selected project for this study was a school construction project. The choice of a school project was based on its size and the potential benefits of applying BIM. Given the large scale of the project, it required effective management of complexities and the utilization of BIM to enhance project outcomes. The study aimed to demonstrate the effectiveness of BIM in managing architectural, structural, and technical complexities and achieving efficiency and coordination across all aspects of the project.

Practical implementation: The findings from the literature review were applied to the selected school construction project. BIM methodologies and lean principles were integrated into the design phase to optimize the design process, reduce waste, and enhance project outcomes. The aim was to leverage the advantages of BIM in managing the complexities associated with the school project and improving design quality and coordination. The practical implementation involved utilizing BIM software tools, such as Autodesk Revit, to create a digital representation of the project and enable collaborative decision-making among project stakeholders.

Data analysis: The collected data, including literature review findings and project-specific information, were analyzed using thematic analysis. Thematic analysis involved identifying key themes, patterns, and insights related to the integration of BIM and LC. The analysis focused on identifying commonalities, challenges, and best practices in implementing BIM and LC in the construction industry. The findings were synthesized and interpreted to draw conclusions and provide recommendations.

By employing this qualitative methodology, the study aimed to provide insights into the effective integration of BIM and lean construction in the design phase, highlighting techniques, challenges, and potential benefits. The practical implementation on the selected school project served as a practical demonstration of these concepts and their applicability in real-world construction projects.

Interaction between BIM and lean

Adopting lean construction.

The success of lean adopting in the automotive industry has inspired various sectors, including construction, to adopt the concept. Lean construction aims to maximize production value and minimize waste from construction to delivery. It involves changing the organizational culture using specialized tools and strategies. Lean construction enhances product value by eliminating waste and ensuring product perfection as shown in Fig.  3 . It also contributes to sustainable development and a greener environment. The adoption of lean principles improves project efficiency, productivity, and compliance with customer expectations in the construction industry [ 5 ].

Synergies between BIM and lean (researcher’s work)

Leveraging the synergy of BIM and lean principles in construction design

BIM (building information modeling) has proven to be a valuable tool during the design phase of construction projects, particularly in its role as a lean tool. Integrating BIM and lean principles during the design phase can improve project performance and efficiency. BIM facilitates the visualization and coordination of design information, enabling better communication and collaboration among project stakeholders. This in turn supports the identification and elimination of waste, a key goal of lean construction. Using BIM during the design phase can also improve information and processes and reduce errors and rework. Several studies have highlighted the synergies between BIM and lean principles and highlighted the benefits of integrating them into the design phase of construction projects [ 7 , 10 , 12 ]. For example, I will explain the difference between the design stage using BIM and without using BIM as shown in Fig.  4 , and thus, it has a role of achieving lean

Lifecycle project phases (researcher’s work)

• Design phase

The design phase is a crucial stage in the construction project life cycle where the initial concepts and ideas are translated into detailed plans and drawings. It involves the development of architectural, structural, mechanical, electrical, and other design elements necessary for the construction process.

Design phase without BIM

In the traditional design phase without BIM, construction execution starts after the completion of drawings by the designer [ 13 ]. This approach can result in delays, errors, conflicts, compromised coordination, and communication among project stakeholders as shown in Fig. 5 . BIM is essential for early identification and resolution of issues, optimizing workflow sequencing, and preventing delays and issues in construction projects.

Design phase with BIM

In the design phase with BIM, significant reduction in delay time [ 2 ] can be achieved by enabling early issue identification and resolution; facilitating coordination, communication, and collaboration among project stakeholders; and optimizing construction workflows through modularization and detailed construction sequencing plans as shown in Fig. 6 .

Design phase without BIM (researcher’s work)

Design phase with BIM (researcher’s work)

Clash detection

The Clash Detection Matrix is a critical tool in BIM that visually represents identified clashes and conflicts between building systems, records actions taken to resolve them, and facilitates communication and collaboration among project stakeholders. It helps to ensure effective coordination, integration, and quality control of building systems, reducing the risk of delays and errors during construction [ 1 ].

Applied studies

The research project will focus on studying a school project and applying BIM software to ensure accurate findings. The aim is to demonstrate the significant importance of implementing BIM in engineering designs to achieve time and cost-savings. By analyzing the encountered problems and their solutions during the study, the project seeks to maximize the benefits derived from utilizing BIM software.

In the research project focusing on the school project and the implementation of BIM software, certain criteria of selection and limitations were considered to ensure a focused and effective study. These criteria and limitations help in defining the scope of the research and provide clarity on the areas to be analyzed.

Project selection criteria are as follows:

◦ Relevance: The school project was chosen as it represents a common and significant type of construction project.

◦ Complexity: The project should have a sufficient level of complexity to showcase the potential benefits of BIM implementation.

◦ Availability of data: Sufficient project data and information should be accessible for analysis and evaluation.

Limitations are as follows:

◦ Time limit: The research project operates within a specific time frame, limiting the depth and breadth of the study.

◦ Resource constraints: The availability of resources such as personnel, software, and hardware may impose limitations on the scope and scale of the research.

◦ Project phases: The research may focus on specific phases of the project, such as design, rather than covering the entire project lifecycle.

◦ Cost considerations: The research may not extensively analyze the financial aspects of implementing BIM, as it primarily focuses on time savings.

By acknowledging these criteria of selection and limitations, the research project can effectively study the school project and demonstrate the benefits of implementing BIM software. The focus will be on analyzing the encountered problems and their solutions, maximizing the advantages derived from utilizing BIM technology, and showcasing the time and cost savings achieved through its implementation.

Project information

KAITECK — School is a prestigious project located in the new capital of Egypt. It comprises six buildings with a total built-up area of 30,000 m 2 . The project is divided into two main zones: Zone_1, which includes landscape elements such as parks and gardens, and Zone_2, featuring a football yard and a basement. The buildings are designed with a basement, ground floor, four levels, and lower and upper roof floors. EIR for this project outline KAITECK’s expectations and desired outcomes regarding information management and the utilization of BIM technology. The EIR encompasses a range of deliverables, from 3D models to 7D data integration and visualization.

Project name: KAITECK — school

Location: New capital — Egypt

Project zones: Zone_1 “A-C-D-F-Landscape” and Zone_2 “B-E-Football Yard -Basement”

Project components: Consist of 6 buildings with area = 30,000 m 2 built-up and basement, ground floor, 4 floor levels, and lower and upper roof floor.

Employer’s information requirements (EIR)

EIR is a document that outlines the client’s (KAITECK) needs, expectations, and desired outcomes related to the project’s information management and the use of BIM technology.

It was included in the following: 3D to 7D and visualization.

Analysis process

The case study process is a systematic approach used to analyze and document real-life projects or situations in order to gain insights, identify challenges, and propose solutions. It involves conducting detailed research, collecting relevant data, and applying analytical frameworks to understand the context, objectives, and outcomes of the case. The purpose of a case study is to provide a deeper understanding of a specific project, process, or problem by examining it in a holistic and comprehensive manner. It allows practitioners, researchers, and decision-makers to learn from past experiences, draw lessons, and apply them to future projects or similar contexts.

The case study process typically involves the following steps:

Identification of the case: Selecting a relevant and representative case that aligns with the research objectives. This could be a completed project, an ongoing initiative, or a specific problem or challenge within a project.

Research and data collection: Gathering relevant data and information about the case. This step aims to gather comprehensive and reliable data to support the analysis.

Analysis and framework application: Applying analytical tools, frameworks, and theories to analyze the collected data and identify patterns, trends, and key insights. This step involves organizing and structuring the data to draw meaningful conclusions.

Identification of challenges and opportunities: Identifying the main challenges, issues, or problems faced in the case, as well as potential opportunities for improvement or innovation. This step helps in understanding the factors that contributed to success or failure and provides a basis for proposing recommendations.

Development of recommendations: Based on the analysis, formulating practical and actionable recommendations to address the identified challenges or leverage the opportunities

Presentation and documentation: Presenting the findings, analysis, and recommendations in a clear and concise manner to share the insights and recommendations with relevant stakeholders

Evaluation and reflection: Assessing the effectiveness and impact of the case study process and reflecting on the lessons learned. This step helps in improving future case study processes and refining the understanding of the subject matter.

Overall, the case study process is a valuable tool for understanding complex projects or situations, identifying best practices, and generating knowledge that can inform decision-making and improve project outcomes. It enables a deeper exploration of real-world scenarios and provides a basis for evidence-based recommendations and actions.

BIM Execution Plan (BXP)

BXP is a comprehensive document that we use to respond to the EIR for KAITECK requirements. For example, we explained which standards we will use at each stage. The purpose of each BIM uses and the degree of importance were also explained. Finally, the software’s that will be used.

Common Data Environment (CDE)

CDE is a centralized digital platform or system where project stakeholders can store, share, and collaborate on project-related data and documents. It serves as a single source of truth for project information, ensuring that all stakeholders have access to the most up-to-date and accurate data. A CDE facilitates efficient information exchange, version control, and coordination among project team members.

BIM process map

A BIM process map as shown in Fig.  7 is a visual diagram that illustrates the sequence and interactions of various BIM processes and workflows within a project. It provides a graphical overview of how different tasks, activities, and information exchange occur throughout the life cycle of a project. A BIM process map helps stakeholders understand the flow of information, responsibilities, and dependencies between different BIM-related activities, supporting effective project planning and coordination.

BIM process map (researcher — as a member of the architecture team)

A template as shown in Fig.  8 for Revit refers to a pre-configured file that contains predefined settings, standards, and content for starting a new project in Autodesk Revit software. A Revit template typically includes predefined views, sheets, annotation styles, families, and project-specific settings. By using a template, our project teams can save time by starting with a consistent setup and predefined standards, ensuring consistency across multiple projects and improving productivity.

Template (researcher — as a member of the architecture team)

Clash detection is a process used in BIM to identify and resolve clashes or conflicts between different building elements or systems within a 3D model. It involves analyzing the spatial relationships between various components, such as structural elements, architectural elements, mechanical, electrical, and plumbing (MEP) systems, to identify instances where elements intersect or overlap in an undesirable way. Clash detection software tools can automatically detect these clashes, allowing project teams to resolve them before construction begins, thereby minimizing potential construction conflicts and reducing rework.

Shop drawing

Shop drawings as shown in Fig.  9 are detailed drawings created by contractors, subcontractors, or fabricators to illustrate how specific components or systems will be manufactured, assembled, and installed on a construction project. Shop drawings provide detailed information about dimensions, materials, fabrication methods, and installation details that may not be fully represented in the architectural or engineering drawings. They serve as a guide for the fabrication and installation processes, ensuring that the components or systems are accurately produced and installed as per the project requirements and design intent.

Shop drawing (researcher — as a member of the architecture team)

4D as shown in Fig.  10 refers to the integration of time or scheduling information with a 3D model in a construction project. It involves linking the 3D model with the project schedule to create a visual representation of the construction sequence over time. By incorporating the fourth dimension (time), project teams can visualize and analyze the construction progress, identify potential scheduling conflicts, optimize the construction sequence, and improve project planning and communication.

4D (researcher — as a member of the architecture team)

5D refers as shown in Fig.  11 to the integration of cost or estimating information with a 3D model in a construction project. It involves linking the 3D model with cost data to enable real-time cost estimation, quantity take-offs, and cost tracking throughout the project life cycle. By incorporating the fifth dimension (cost), project teams can perform accurate cost analysis, evaluate design alternatives, track project costs, and improve cost control and budget management.

5D (researcher — as a member of the architecture team)

It is a technology that overlays digital information, such as 3D models, images, or data, onto the real-world environment, providing an enhanced view of the physical space. In the context of design and construction projects, AR can be used to visualize and interact with BIM models, allowing stakeholders to see a virtual representation of the building or infrastructure overlaid onto the physical site. AR can help in design review, construction visualization, clash detection, and communication among project team members and stakeholders as shown in Fig.  12 .

School AR (researcher — as a member of the architecture team)

VR technology enhances visualization, collaboration, and decision-making processes in design and construction by providing a realistic and immersive experience that goes beyond traditional 2D drawings and models as shown in Fig.  13 .

School VR (researcher — as a member of the architecture team)

The results of the study indicate that the modeling phase of construction projects using BIM software is time-consuming, regardless of project size. This finding aligns with previous research highlighting the importance of efficient modeling processes in BIM implementation. To address this issue, the researcher proposed the use of Dynamo scripts to expedite the modeling process, making BIM beneficial even for small-scale projects.

BIM cost-saving clash detection and collaboration from case study

Use bim to reduce costs and time during the design phase.

◦ BIM enables better coordination and collaboration among project stakeholders, including architects, engineers, and contractors. By using shared digital models, they can identify and resolve design clashes and issues early in the process, reducing the need to make costly changes during construction.

◦ Clash detection in BIM helps to detect clashes between different building elements, to identify them before construction begins. By identifying clashes in the virtual model, project teams can proactively resolve these conflicts and avoid rework and associated costs as shown in Fig.  14 .

◦ BIM enables more accurate quantity estimates and cost estimates. With 3D models that contain detailed information about materials, components, and their quantities, estimators can create more accurate cost estimates, so reducing the risk of cost overruns.

◦ BIM facilitates the reuse of design elements and standardized components, saving time during the design process.

Clash before and after resolution (researcher — as a member of the architecture team)

Clash detection to minimize construction clashes and reduce rework

◦ Clash detection in BIM helps identify clashes between different building elements or systems, such as between structural and arch components. By identifying conflicts early in the design phase, project teams can resolve them before to construction, minimizing potential clashes and rework on the construction site.

◦ By resolving clashes in the virtual model, project teams can avoid costly and time-consuming rework during construction. Clash detection allows for better coordination and integration of disparate building systems, reducing the potential of conflicts and errors during construction.

◦ The number of clashes that occur and the specific disciplines involved depend on the complexity of the project, the level of detail of the model, and the thoroughness of the clash detection process. Conflict detection software can generate reports that highlight clashes and provide insight into the specific disciplines affected, allowing project teams to effectively prioritize and resolve clashes as shown in Fig.  15 .

Number of clashes (researcher — as a member of the architecture team)

Enhancing BIM modeling efficiency with Dynamo scripts

The study results indicate that the modeling phase of construction projects using BIM software is time-consuming, regardless of project size. This finding aligns with previous research emphasizing the importance of efficient modeling processes in BIM implementation. To address this issue, the researcher proposed the use of 19 Dynamo scripts to expedite the modeling process, making BIM beneficial even for small-scale projects.

By incorporating Dynamo scripts, construction professionals can automate repetitive tasks and enhance the efficiency of the modeling process. This solution offers a valuable approach to overcome the time constraints associated with BIM modeling. With the use of Dynamo, projects of various scales can benefit from streamlined and accelerated modeling. The implementation of Dynamo scripts has the potential to save time and resources, ultimately improving the overall productivity and effectiveness of BIM utilization in construction projects.

Dynamo scripts

Using Dynamo offers several benefits, including the following:

Improved design efficiency

Enhanced parametric modeling

Better design analysis

Improved collaboration

Enhanced visualization

The researcher has created scripts for the following:

Manipulating element parameters

Report Revit data.

Create elements from Excel file.

Calculate backfilling.

Create drop panels.

Create walls finishes.

Create floors for all rooms.

Create columns finishes, as shown in Fig.  16 .

Dynamo script example (researcher’s work)

Technologies obstacles

The application of BIM, LC, and Dynamo technologies can improve the productivity and efficiency [ 9 ] of construction operations and project management. However, these technologies may face some obstacles in their implementation.

LC : Lack of adoption of the LEAN culture by all stakeholders involved in the project, unclear goals and expectations of the technology’s use, and a lack of necessary resources to effectively apply it [ 11 ]

BIM : Lack of experience in using the technology and a lack of the necessary human and technical resources to effectively apply it. There may also be challenges in collaborating between all stakeholders to exchange data and information effectively [ 16 ].

Dynamo : Lack of experience in using engineering software and a lack of the necessary human and technical resources to effectively apply it. There may also be challenges in collaborating between all stakeholders to effectively apply this technology [ 17 ].

To overcome these obstacles , companies and organizations that use these technologies must provide training [ 11 ] and continuing education for professionals [ 2 ], as well as provide the necessary resources [ 15 ] and support to effectively [ 18 ] apply these technologies. Communication and collaboration between all stakeholders must also be strengthened [ 11 ], and data and information exchange must be ensured effectively [ 19 ].

Interpreting the findings in the context of previous research, our results support the established benefits of integrating BIM and lean construction principles in the design phase of construction projects [ 11 , 15 ]. By utilizing BIM and Dynamo tools, process efficiency can be improved, leading to reduced material waste, errors, and costs [ 7 ]. This finding is consistent with prior studies that have demonstrated the positive impact of BIM on project performance [ 10 ]. Furthermore, the use of BIM facilitates clash detection during the design and construction process. Through data analysis, potential issues can be identified in the early stages of design, allowing for timely resolutions and minimizing costly rework. This finding aligns with existing literature emphasizing the clash detection capabilities of BIM, contributing to improved coordination and collaboration among project teams. Enhanced collaboration among project teams is another significant benefit of utilizing advanced BIM tools. The efficient sharing of information and early identification of potential issues can foster better collaboration and decision-making during the design phase [ 4 ]. This finding supports previous studies that have emphasized the role of BIM in promoting effective communication and collaboration among stakeholders. Cost reduction is another notable outcome of applying lean construction, BIM, and Dynamo in construction projects. The integration of these methodologies enables streamlined processes, reduced waste, and improved project efficiency, ultimately leading to cost savings and increased profitability [ 1 , 6 , 13 ]. This finding is in line with previous research that has demonstrated the cost-saving potential of lean construction and BIM implementation.

The theoretical implications of our research lie in the validation and reinforcement of previous studies that have emphasized the benefits of integrating lean construction principles and BIM technology. Our findings further contribute to the understanding of how BIM and lean construction can be effectively implemented to enhance project management, cost control, and collaboration in the construction industry.

From a practical perspective, our research provides valuable insights for construction companies and practitioners. The findings highlight the importance of efficient modeling processes in BIM implementation, regardless of project size. The proposed use of Dynamo scripts offers a practical solution to expedite the modeling phase and make BIM beneficial even for small-scale projects. Additionally, the identified benefits of improved process efficiency, error reduction, collaboration, and cost reduction provide practical guidelines for industry professionals seeking to harness the potential of integrating lean construction, BIM, and Dynamo in their projects.

Conclusions

The conclusion of this paper is that the integration of lean construction (LC) principles and building information modeling (BIM) technology can lead to improved project management and cost reduction and enhanced collaboration in the architectural, engineering, and construction (AEC) industry. The paper highlights the benefits of applying BIM in the design phase, such as better coordination, communication, and visualization, which result in early issue identification and resolution, optimized workflows, and reduced delays in construction projects. The use of BIM tools, such as Dynamo scripts, further enhances the efficiency and effectiveness of the design process. However, the implementation of BIM and LC may face challenges, including change management, collaboration and communication, technology and infrastructure, skill gaps, and legal considerations. By addressing these obstacles and providing necessary resources and training, construction companies can successfully apply BIM and LC methodologies by following the criteria that was described, leading to improved project efficiency and reduced costs. The paper emphasizes the importance of continuous research, knowledge exchange, and industry-wide adoption of BIM and LC to drive innovation and productivity in the construction industry.

Recommendation

There are several areas that can be explored in future scientific research and studies regarding the integration between LC, BIM, and Dynamo. These areas include the following:

Improving the use of Dynamo in performance analysis and enhancing the final results

Studying the impact of the integration between LC, BIM, and Dynamo on improving environmental sustainability and reducing negative environmental impacts of construction projects

Studying the impact of the integration between LC and BIM on reducing accidents and injuries on construction sites

Studying the impact of the integration between LC, BIM, and Dynamo on improving quality, flexibility, and adaptability of construction projects

Developing more advanced models for the integration between LC, BIM, and Dynamo to improve results, reduce costs, and increase efficiency

These areas and others can be the subject of interest in future scientific studies and can help improve the results of the integration between LC, BIM, and Dynamo.

Availability of data and materials

The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.

Abbreviations

Architectural, engineering, and construction

Building information modelling

• Lean construction

Employer’s information requirements

BIM Execution Plan

Common data environment

Mechanical, electrical, and plumbing

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Aziz, R.M., Nasreldin, T.I. & Hashem, O.M. The role of BIM as a lean tool in design phase. J. Eng. Appl. Sci. 71 , 23 (2024). https://doi.org/10.1186/s44147-023-00340-3

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Microsoft at chi 2024: innovations in human-centered design.

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The ways people engage with technology, through its design and functionality, determine its utility and acceptance in everyday use, setting the stage for widespread adoption. When computing tools and services respect the diversity of people’s experiences and abilities, technology is not only functional but also universally accessible. Human-computer interaction (HCI) plays a crucial role in this process, examining how technology integrates into our daily lives and exploring ways digital tools can be shaped to meet individual needs and enhance our interactions with the world.

The ACM CHI Conference on Human Factors in Computing Systems is a premier forum that brings together researchers and experts in the field, and Microsoft is honored to support CHI 2024 as a returning sponsor. We’re pleased to announce that 33 papers by Microsoft researchers and their collaborators have been accepted this year, with four winning the Best Paper Award and seven receiving honorable mentions.

This research aims to redefine how people work, collaborate, and play using technology, with a focus on design innovation to create more personalized, engaging, and effective interactions. Several projects emphasize customizing the user experience to better meet individual needs, such as exploring the potential of large language models (LLMs) to help reduce procrastination. Others investigate ways to boost realism in virtual and mixed reality environments, using touch to create a more immersive experience. There are also studies that address the challenges of understanding how people interact with technology. These include applying psychology and cognitive science to examine the use of generative AI and social media, with the goal of using the insights to guide future research and design directions. This post highlights these projects.

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DynaVis: Dynamically Synthesized UI Widgets for Visualization Editing   Priyan Vaithilingam, Elena L. Glassman, Jeevana Priya Inala , Chenglong Wang   GUIs used for editing visualizations can overwhelm users or limit their interactions. To address this, the authors introduce DynaVis, which combines natural language interfaces with dynamically synthesized UI widgets, enabling people to initiate and refine edits using natural language.  

Generative Echo Chamber? Effects of LLM-Powered Search Systems on Diverse Information Seeking   Nikhil Sharma, Q. Vera Liao , Ziang Xiao   Conversational search systems powered by LLMs potentially improve on traditional search methods, yet their influence on increasing selective exposure and fostering echo chambers remains underexplored. This research suggests that LLM-driven conversational search may enhance biased information querying, particularly when the LLM’s outputs reinforce user views, emphasizing significant implications for the development and regulation of these technologies.  

Piet: Facilitating Color Authoring for Motion Graphics Video   Xinyu Shi, Yinghou Wang, Yun Wang , Jian Zhao   Motion graphic (MG) videos use animated visuals and color to effectively communicate complex ideas, yet existing color authoring tools are lacking. This work introduces Piet, a tool prototype that offers an interactive palette and support for quick theme changes and controlled focus, significantly streamlining the color design process.

The Metacognitive Demands and Opportunities of Generative AI   Lev Tankelevitch , Viktor Kewenig, Auste Simkute, Ava Elizabeth Scott, Advait Sarkar , Abigail Sellen , Sean Rintel   Generative AI systems offer unprecedented opportunities for transforming professional and personal work, yet they present challenges around prompting, evaluating and relying on outputs, and optimizing workflows. This paper shows that metacognition—the psychological ability to monitor and control one’s thoughts and behavior—offers a valuable lens through which to understand and design for these usability challenges.  

Honorable Mentions

B ig or Small, It’s All in Your Head: Visuo-Haptic Illusion of Size-Change Using Finger-Repositioning Myung Jin Kim, Eyal Ofek, Michel Pahud , Mike J. Sinclair, Andrea Bianchi   This research introduces a fixed-sized VR controller that uses finger repositioning to create a visuo-haptic illusion of dynamic size changes in handheld virtual objects, allowing users to perceive virtual objects as significantly smaller or larger than the actual device. 

LLMR: Real-time Prompting of Interactive Worlds Using Large Language Models   Fernanda De La Torre, Cathy Mengying Fang, Han Huang, Andrzej Banburski-Fahey, Judith Amores , Jaron Lanier   Large Language Model for Mixed Reality (LLMR) is a framework for the real-time creation and modification of interactive mixed reality experiences using LLMs. It uses novel strategies to tackle difficult cases where ideal training data is scarce or where the design goal requires the synthesis of internal dynamics, intuitive analysis, or advanced interactivity. 

Observer Effect in Social Media Use   Koustuv Saha, Pranshu Gupta, Gloria Mark, Emre Kiciman , Munmun De Choudhury   This work investigates the observer effect in behavioral assessments on social media use. The observer effect is a phenomenon in which individuals alter their behavior due to awareness of being monitored. Conducted over an average of 82 months (about 7 years) retrospectively and five months prospectively using Facebook data, the study found that deviations in expected behavior and language post-enrollment in the study reflected individual psychological traits. The authors recommend ways to mitigate the observer effect in these scenarios.

Reading Between the Lines: Modeling User Behavior and Costs in AI-Assisted Programming   Hussein Mozannar, Gagan Bansal , Adam Fourney , Eric Horvitz   By investigating how developers use GitHub Copilot, the authors created CUPS, a taxonomy of programmer activities during system interaction. This approach not only elucidates interaction patterns and inefficiencies but can also drive more effective metrics and UI design for code-recommendation systems with the goal of improving programmer productivity. 

SharedNeRF: Leveraging Photorealistic and View-dependent Rendering for Real-time and Remote Collaboration   Mose Sakashita, Bala Kumaravel, Nicolai Marquardt , Andrew D. Wilson   SharedNeRF, a system for synchronous remote collaboration, utilizes neural radiance field (NeRF) technology to provide photorealistic, viewpoint-specific renderings that are seamlessly integrated with point clouds to capture dynamic movements and changes in a shared space. A preliminary study demonstrated its effectiveness, as participants used this high-fidelity, multi-perspective visualization to successfully complete a flower arrangement task. 

Understanding the Role of Large Language Models in Personalizing and Scaffolding Strategies to Combat Academic Procrastination   Ananya Bhattacharjee, Yuchen Zeng, Sarah Yi Xu, Dana Kulzhabayeva, Minyi Ma, Rachel Kornfield, Syed Ishtiaque Ahmed, Alex Mariakakis, Mary P. Czerwinski , Anastasia Kuzminykh, Michael Liut, Joseph Jay Williams   In this study, the authors explore the potential of LLMs for customizing academic procrastination interventions, employing a technology probe to generate personalized advice. Their findings emphasize the need for LLMs to offer structured, deadline-oriented advice and adaptive questioning techniques, providing key design insights for LLM-based tools while highlighting cautions against their use for therapeutic guidance.

Where Are We So Far? Understanding Data Storytelling Tools from the Perspective of Human-AI Collaboration   Haotian Li, Yun Wang , Huamin Qu This paper evaluates data storytelling tools using a dual framework to analyze the stages of the storytelling workflow—analysis, planning, implementation, communication—and the roles of humans and AI in each stage, such as creators, assistants, optimizers, and reviewers. The study identifies common collaboration patterns in existing tools, summarizes lessons from these patterns, and highlights future research opportunities for human-AI collaboration in data storytelling.

Learn more about our work and contributions to CHI 2024, including our full list of publications , on our conference webpage .

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The metacognitive demands and opportunities of generative ai, piet: facilitating color authoring for motion graphics video, dynavis: dynamically synthesized ui widgets for visualization editing, generative echo chamber effects of llm-powered search systems on diverse information seeking, understanding the role of large language models in personalizing and scaffolding strategies to combat academic procrastination, sharednerf: leveraging photorealistic and view-dependent rendering for real-time and remote collaboration, big or small, it’s all in your head: visuo-haptic illusion of size-change using finger-repositioning, llmr: real-time prompting of interactive worlds using large language models, reading between the lines: modeling user behavior and costs in ai-assisted programming, observer effect in social media use, where are we so far understanding data storytelling tools from the perspective of human-ai collaboration, continue reading.

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In the spotlight: Performance management that puts people first

In volatile times, companies are under outsize pressure to respond to economic, technological, and social changes. Effective performance management systems can be a powerful part of this response. They’re designed to help people get better in their work, and they offer clarity in career development and professional performance. And then there’s the big picture: companies that focus on their people’s performance are 4.2 times more likely to outperform their peers, realizing an average 30 percent higher revenue growth and experiencing attrition five percentage points lower (see sidebar, “About the research”). Companies that focus on their people and organizational health also reap dividends in culture, collaboration, and innovation—as well as sustained competitive performance. 1 Alex Camp, Arne Gast, Drew Goldstein, and Brooke Weddle, “ Organizational health is (still) the key to long-term performance ,” McKinsey, February 12, 2024.

Today, company leaders lack full confidence in most performance management systems—despite these systems’ importance and value—citing fragmentation, the existence of informal or “shadow” systems, misalignment, and inconsistency as common challenges. What sort of systems fit the company’s needs? Should rewards focus on individual or team goals? Where are limited resources best spent?

About the research

The insights in this article draw from a comprehensive review of industry best practices, including the experiences of more than 30 global companies across sectors, as well as research by the McKinsey Global Institute (MGI) into how companies gain a competitive edge and deliver top-tier financial results. Specifically, MGI studied more than 1,800 companies with revenues of greater than $100 million. 1 Performance through people: Transforming human capital into competitive advantage ; MGI, February 2, 2023. The article’s author team also completed a study of more than 50 companies’ performance management practices, aiming to provide a nuanced understanding of how organizations approach and execute performance management.

An understanding of the four basic elements of performance management—goal setting, performance reviews, ongoing development, and rewards—provides a foundation for answering these questions and more. Of course, the right performance management system will vary by organization. Leaders who embrace a fit-for-purpose design built on a proven set of core innovations can build motivational and meritocratic companies that attract and retain outstanding employees.

How leading companies approach performance management

Our research across a set of global companies found that despite widespread agreement about certain performance management best practices—such as offering regular feedback outside of an annual review—many companies remain stuck in old ways of working. There are many design choices that can determine the characteristics of a performance management system, but some are more critical than others (Exhibit 1). These decisions—and how they interact with each other—will help determine how the performance management system maps onto the company’s overarching strategy.

Goal setting

Two critical design decisions relate to goal setting: the number of performance management systems used and whether to prioritize individual or team performance goals.

Degree of differentiation. The simplest and best option for many organizations is a single performance management system to address the needs of all employees. However, in more-complex companies with several employee groups, more than one system might be necessary. Manufacturing companies, for instance, may employ three performance management systems with few commonalities: one for sales, in which sales agents are provided direct incentives for the number of goods sold; one for production, with a monthly rhythm focusing on improving core production KPIs; and one for executives, in which the focus might be related more to annual objectives and leadership behavior.

Considerations for these choices often revolve around the nature of the work and the ease of quantifying outputs. For roles in which performance can be easily measured through tangible metrics, such as sales and production, a system emphasizing quantifiable outcomes may be more suitable. On the other hand, for roles involving tasks that are less easily measured, such as those in R&D, a performance management system should be designed to accommodate the nuanced and less tangible aspects of their contributions.

The nucleus of performance. Many organizations have traditionally placed a strong emphasis on individual performance, rooted in the belief that individual accountability drives results. In recent years, there has been a noticeable shift toward recognizing the importance of the team in achieving overall organizational success.

At a large European online retailer, for instance, the focus of performance management has been put on the team rather than the individual. Goals are set for the team, feedback is given to the team, and the performance appraisal is conducted for the team. Example performance metrics for teams can include project completion timelines, cross-functional collaboration success, and the achievement of collective milestones. On an individual level, the company assesses performance using a sophisticated model that prescribes skills and behaviors for 14 job families, each with up to four hierarchies.

Another prominent company in the automotive industry underscores the team as the cornerstone of performance. The teams could be defined along both functional and organizational lines—such as the division or the business line—and the company linked the organizational lines’ performance to the individuals’ compensation.

Performance reviews

Performance reviews raise the question of how to balance the individual objectives and their appraisal with respect to the “what” and the “how,” as well as whether review responsibility should lie primarily with managers, committees, or a combination of both.

Performance formula: What versus how. The balance between setting objectives and assessing what employees accomplish and how they go about their work is the central focus here. To measure the “what,” reviews have traditionally used KPIs, concentrating on quantifiable metrics and specific targets and emphasizing measurable outcomes and achievements. 2 For more on metrics best practices and how they can help leaders avoid pitfalls in their performance management systems, see Raffaele Carpi, John Douglas, and Frédéric Gascon, “ Performance management: Why keeping score is so important, and so hard ,” McKinsey, October 4, 2017.

However, for many roles and in many segments of the company, the work is complex, multifaceted, and fast-paced and can be difficult to capture with rather static KPIs. Consequently, many companies have reverted to using objective key results (OKRs) to link results to defined objectives. The objectives represent the qualitative, aspirational goals an individual or team aims to achieve, while the key results are the quantifiable metrics used to measure progress toward those objectives. The objectives provide context and direction, capturing the broader strategic intent behind the measurable key results.

Companies that explicitly focus a portion of performance reviews on the “how” consider qualities such as collaboration, communication, adaptability, and ethical decision making. Considering behavior and conduct, in particular, can help assess leaders whose teams’ outcomes are hard to measure—such as long-term projects, complex initiatives, or qualitative improvements that may not have easily quantifiable metrics. About three in five companies in our sample look at a mix of both what and how, which can equip managers with a more comprehensive understanding of not only tangible results but also the underlying approach and mindset that contributed to those outcomes.

Review responsibility. In structuring accountability for conducting performance reviews, companies tend to lean on managers, committees, or a combination of both.

Managers should play a central role, and their discretion should be a significant factor in performance assessments because they can judge the context in which an employee has been working. For example, when evaluating performance, it’s crucial to consider the headwinds and tailwinds that the business, team, or employee faced during the evaluation period. External factors, market conditions, and organizational dynamics can significantly affect an employee’s ability to achieve their goals, and considering them helps provide a fair and contextual assessment.

In this context, another design question emerges: whether to appraise employees against OKR fulfilment or the effort they put into achieving the desired outcome. Particularly in many large digital players, OKRs are set as “moonshot” goals—objectives so ambitious they are difficult to achieve. Managers can help ensure that, at the end of the performance cycle, an employee is assessed against not only OKR fulfillment but also—and to an even greater degree—how hard they tried given the resources available to them.

Managers’ points of view, formed with knowledge of the circumstances that produced employees’ performance, produce richer assessments that are sensitive to context—given that managers work closely with their team members and have firsthand knowledge of the challenges, workloads, and specific situations that each employee encounters.

Committees, meanwhile, bring diverse perspectives and can mitigate biases that might arise from individual managers’ subjectivity. Committees can provide a checks-and-balances system, promoting consistency and standardization in the evaluation process.

A combination of these two approaches can be an effective solution. Senior managers and high performers across hierarchies could be discussed in committees, while the rest of the workforce could be evaluated by their direct managers. This integrated approach leverages the contextual insights of managers while also incorporating the diverse viewpoints and standardization that committees offer, particularly for more-senior or high-impact roles.

Regardless of the review responsibility structure, it’s worth noting that more and more managers, committees, and employees are using generative AI (gen AI) to aggregate and extract information to inform performance reviews. For example, some employees may toil to define clear, specific, and measurable goals that align with their career aspirations; gen AI can help create a first draft and iterate based on their role, helping the employee focus on their specific growth areas as well as gauge improvement on an ongoing basis. Managers and committees, meanwhile, used to spend a lot of time gathering performance metrics from different sources and systems for employee evaluation. Gen AI can aggregate input from various sources into a consolidated format to provide managers with a more comprehensive starting point for reviews.

Beyond employees’ formal professional-development opportunities, their managers’ capability to set goals, appraise performance fairly and motivationally, and provide feedback is one of the most critical success factors for an effective performance management system. As a result, many companies have pivoted to invest in focused capability building.

Ongoing development

Another key aspect to consider when designing a performance management system is the focus of the assessment: will it evaluate past performances, or will the emphasis be placed on creating an understanding and foundation for further growth?

A backward-looking assessment will focus on fulfillment of the what and how objectives to create a fair basis for ranking and related consequences. However, many companies are pivoting to complement this assessment or are even focusing entirely on a developmental appraisal. In this approach, the focus is on truly understanding the strengths and weaknesses of the individual as a basis for further development, capability building, and personal growth.

Against that backdrop, rather than concentrating solely on top performers, an inclusive developmental system should cater to the growth needs of employees across all levels and backgrounds. McKinsey research emphasizes the importance of ongoing development for all employees, including—crucially—efforts tailored specifically for women 3 Women in the Workplace 2023 , McKinsey, October 5, 2023. and other underrepresented groups. 4 Diversity matters even more: The case for holistic impact , McKinsey, December 5, 2023. Such development programs not only foster a more equitable culture but also help unlock the full potential of the entire workforce.

Traditionally, many companies have used relative ratings to compare and rank employees against one another, often resulting in a forced distribution or curve. Employees are placed into categories or tiers based on their relative performance, with a predetermined percentage falling into each category (for example, top 10 percent, middle 70 percent, and bottom 20 percent).

Many companies today are simplifying their ratings systems so employees understand where they stand while shifting toward development approaches tailored to individuals’ strengths and weaknesses. The goal is to identify areas for growth and provide targeted support to help employees enhance their capabilities and skills.

While assessing performance remains important, the emphasis should be on using those assessments as a starting point for identifying developmental opportunities, with an understanding of both strengths and weaknesses and the specific development needs to improve performance. The focus shifts from mere evaluation to understanding the underlying factors that contribute to an individual’s performance, be it skills gaps, mindsets, or environmental factors.

Four reward categories—compensation, career progression, development opportunities, and recognition—remain the core pillars of an effective performance management system. Most leading companies provide individual rewards (as opposed to team- or corporate-driven ones), with equal relevance given to short- and long-term incentives, looking at impact holistically and balancing investment in all four reward categories.

Under certain circumstances, it may make sense to emphasize financial rewards, particularly in sales functions or other roles where monetary incentives are highly valued. Indeed, some organizations may double down on monetary compensation, offering significantly higher pay packages to their top performers, because money is seen as a key motivator in these roles.

In other cases, it may be more effective to take money off the table and emphasize nonfinancial rewards, such as recognition, flexibility, and career development opportunities. While base pay may remain the same across the firm, high performers can be rewarded with faster career progression, more recognition, and better development opportunities. A 2009 McKinsey survey found that “three noncash motivators—praise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forces” were “no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options.” Furthermore, “The survey’s top three nonfinancial motivators play critical roles in making employees feel that their companies value them, take their well-being seriously, and strive to create opportunities for career growth.” 5 “ Motivating people: Getting beyond money ,” McKinsey Quarterly , November 1, 2009. More than a decade later, McKinsey research found that managers and employees remain misaligned: specifically, employers overlook the relational elements—such as feeling valued by a manager and the organization and feeling a sense of belonging—relative to how important these factors are to employee retention (Exhibit 2). 6 “ ‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. Indeed, the importance of nonmonetary incentives represents a consistent theme in performance management research and inquiry.

Given the time and effort required to effectively implement nonfinancial rewards, it’s crucial for organizations to carefully consider how to deploy these rewards strategically with employee groups. The decision of where to place emphasis should align with the organization’s culture, values, and the specific workforce’s motivations.

It’s worth noting that companies focusing on team achievement over individual performance also tend to value praise of the team. Public recognition and praise for effective teamwork and joint accomplishments can foster a sense of unity, camaraderie, and motivation.

Things to get right

Of the global companies we observed, there was a shared set of enabling factors across those with effective performance management systems. These things are fairly intuitive, but they are hard to practice well. Done consistently, they can produce powerful results.

• Ensure that performance management systems are agile. Systems should allow for goals to be easily updated so the workforce—and therefore the organization—can respond to quickly changing conditions. The processes themselves should also be agile. For instance, relationships and interactions between managers and employees should allow for coaching that is close to real time so employees are consistently being pushed in the right direction—and learning to create that momentum themselves.
• Provide regular feedback. Annual reviews can create a bottleneck on managers and the C-suite. More regular performance conversations can be successful in a variety of formats; quarterly, weekly, and casual check-ins should supplement formal reviews. Conversations can be about both the what and the how of the work and be a source of ongoing coaching.

If reviews remain once a year rather than more frequent, top management may consider prioritizing their direct involvement in the evaluation process to keep a pulse on employee sentiment and progress. A leading financial institution in Europe chose this route and found it was able to build a strong capability-building program around a feedback culture that is unafraid of difficult conversations.

• Establish an effective fact base. According to our research, only two in five companies use both upward and downward evaluation in individual performance reviews. To establish a more comprehensive fact base, organizations can implement robust 360° review processes that solicit feedback from an employee’s manager, peers, direct reports, and even customers or stakeholders outside the company. Many leaders have found that 360° reviews offer a comprehensive understanding of an individual’s performance because such reviews consider perspectives from both those who are led and those who are in leadership roles.
• Maintain rating and differentiation. Many companies have reassessed their approach to employee ratings and the subsequent differentiation of consequences. While some companies have eliminated ratings altogether, most companies have been evolving their systems to drive motivation, recognize and incentivize performance, and create a “talent currency.” This means a high performer from one division is considered by the organization to be of the same caliber as one from another division. Overall, leaders are pushing for simplification, such as moving from a seven-tier approach to a four-tier or even three-tier system. There is also a stronger link between ratings and outcomes, as well as a shift from forced distribution to distribution guidance.
• Employ gen AI. Gen AI—the latest technology to change the business landscape—can be a tool to support select elements of performance management, such as setting goals and drafting performance reviews. A manager could use the technology to aggregate and synthesize input from different sources to draft communications to and about employees more efficiently, freeing them to focus on the core value driving parts of performance management and giving more time for personal interactions with their employees, such as coaching and feedback. 7 For more, see People and Organization Blog , “ Four ways to start using generative AI in HR ,” blog post by Julian Kirchherr, Dana Maor, Kira Rupietta, and Kirsten Weerda, McKinsey, March 4, 2024.

Getting started

Companies can get started by understanding where they are now. Specifically, they should assess their organizations’ current performance culture, including the level of adoption of the existing performance management system and its quality. Decision makers should then use the following three questions to check the health of their performance management efforts and outline their ambitions for performance management:

• Are we getting the expected returns from the time invested in the performance management process, and does it drive higher performance and capabilities?
• Does the current performance management system reflect the needs and context of this particular business or workforce segment?
• Do we have a performance culture? (Hint: How frequent are employees’ coaching interactions? How clear and differentiated is feedback?)

Many traditional approaches to people management are unlikely to suffice in today’s top-performing organizations. The research-backed benefits of prioritizing people’s performance, from enhanced revenue growth to lower attrition rates, underscore the strategic importance of these systems. By embracing a fit-for-purpose design anchored in the key elements of performance management, organizations can position themselves as dynamic and adaptive employers.

Simon Gallot Lavallée is an associate partner in McKinsey’s Milan office, where Andrea Pedroni  is a partner; Asmus Komm is a partner in the Hamburg office; and Amaia Noguera Lasa is a partner in the Madrid office.

The authors wish to thank Katharina Wagner, Brooke Weddle, and the many industry professionals who contributed to the development of this article.

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