Page 49 - 건축구조 Vol. 28 / No. 04

Feature
Innovation in structural engineering - the art of the possible
thestructuralengineer.org Innovation in practice

Introduction engineer we’ve spoken to seems to have Drivers of innovation

The UK construction industry is facing the their own, slightly different idea about what All construction projects are bound by
challenge of meeting the demand for new innovation is. constraints: building regulations, planning
and refurbished buildings in a low- or near- The overriding view of engineering requirements, the impacts of the site
zero carbon world with dwindling resources. innovation that emerged was that of conditions and location, among many
If we are to meet this challenge, and stay applied creativity. This description positions others. Projects will also be subject to the

within the limits of the UK’s carbon budgets, innovation as being the successful delivery specific constraints (e.g. finance, time) of the

we believe that significant innovation in or application of something novel that client and other stakeholders (Box 1). The
construction is critical. However, the industry delivers useful value or benefit to project client may also have already bought into a

is often perceived as slow to innovate, and stakeholders. This echoes Everett Rogers’ particular design solution developed by the
frequently described as both conservative view of innovators as those who are first to design team, further limiting what can be

and risk averse. In this light, this article asks adopt a new approach in their ‘system’, be done.
the question: how can engineers deliver that an organisation, an industry, or a country. It may well be that these constraints are
1
successful innovation to construction Innovation can arise in many places, such that a typical solution can still be made
projects? and part of the challenge we faced in to deliver the project adequately. However, at

The first half of the article introduces writing this article was to try and find some times, constraints will either rule out typical
a framework describing the impacts of way of categorising the innovations that structural solutions or, at best, result in
innovation in construction. The second half we found. Innovations can be variously suboptimal design, should they be adopted.
explores how risk and uncertainty from analysed as process or product innovations; These constraints set the context for a
innovation was managed in a case study incremental or disruptive; demand-pull project to which the engineer brings their
from our own experiences – the recently or technology-push. While each of these knowledge, skills and experience. However,
completed Stavros Niarchos Foundation viewpoints adds to our understanding of they are also what help drive creativity and
Cultural Centre (SNFCC) in Athens, Greece innovation, they are of limited use from the excellence in engineering, and can be seen
(Figure 1). perspective of asking the question: ‘how can in many of the projects shortlisted for the
we enhance innovation on a project?’ This Institution’s Structural Awards: this is the
What is innovation? article presents a new view of the problem genesis of innovation.
In researching this article, we have explored of innovation adoption by looking at the These drivers for innovation arise from
the academic literature, but importantly also impacts of an innovation on the businesses the quality and performance needs of the
spoken with engineers to understand what of the project participants and the project final built form. In addition, the delivery

innovation means to them, and what it is that itself. We begin, however, by looking at why process itself can also drive innovation.
provokes and enables them to innovate. Each innovations arise in projects. If a new approach or technology can, for
BOX 1: PROJECT ASPIRATIONS

Project aspirations, or S a longer-term impact on the

South Bank
improvement trajectories , are Tower, London organisation or environment.
2
parameters of performance These can cover enhancements
in which construction project in areas such as:
stakeholders seek enhancement.  aesthetics and concept
In a capitalist society, for
example, the typical short- (e.g. AECOM’s work on the
term aspiration for companies Serpentine Pavilion 2015)

is that of profit – revenue  learning (e.g. Arup’s Woodchip
enhancement or cost reduction. Barn with the Architectural
When considering the longer Association)
term, image, marketing and risk  demonstrating sustainability
avoidance may also be stimuli
for improvement. For those best practice (e.g. use of
organisations and individuals ALAMY embodied carbon tracking for
who are not solely in pursuit BuroHappold’s 5 Broadgate
of profit, other drivers become Awards 2016 shortlisted aspiration being to maximise building)

important. For one-time clients, projects , around 80% were lettable area. For example, AKT  encouragement of new
3
these may be informed by the either for projects where the end II undertook an extensive and approaches to construction
articulation of ‘what is possible’ users were known or for owner- rigorous forensic assessment of
by the design team. These clients occupiers. Such clients are more an existing structure to inform (e.g. UK Pavilion, Milan Expo,
may also be less sensitive to likely to have fixed views on how its response to adding 11 storeys for which BDP encouraged off -

market perceptions of the risk they want the building to perform to an existing tower (South Bank site production techniques
in innovation. They can drive or look, stretching the engineer to Tower, London). and demountability).
the behaviour of design teams ‘go beyond the norm’. Generally, However, on a project for an
to innovate in the construction those projects which are for owner-occupier or a development These categories are
project. developers have found creative for a known client, improvements neither exhaustive nor mutually
Of the Institution’s Structural ways to add floor space – the may be sought which have exclusive.

TheStructuralEngineer | January 2017 15
한국건축구조기술사회지 Journal of The Korea Structural Engineers Association 47
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