'From day one at Edged, my role as Director of Design is really trying to develop our language - call it our ‘kit of parts’ - that is agnostic to site, that can address as much of the range of constraints a site can provide, and that allows us to have repeatable components we can manage, condition, and learn from as we deploy them in projects and see the site adaptation that occurs when we do that.'.

We need everyone to contribute and collaborate:clients, policymakers, the market.Of course, this process will be disruptive because industry transformation always is.

However, the shift will take time and there will be plenty of signals along the way.Companies will be able to adjust accordingly.It’s likely that many of the current Tier 1 players will remain very powerful in the new market, but we’re also likely to see big disruptors coming in.

Not only that, I suspect some of the current players will disrupt their own business models to broaden the range of services and income streams they're able to generate.. We’re also likely to see some contractors start to diversify the services they offer, or broaden their range of products.They’ll need to be able to respond to what happens in the future, as we change our focus to the provision of whole-life solutions, rather than just capital assets.

Pure contracting, as we currently know it, is likely to be a smaller part of the market.

Consultancy models are also likely to change, with a shift away from hourly rates for procured design services, towards an outcome and value-based model.Watch this space.. It’s all about agility; the ability to plan and respond to changing circumstances in complex situations.

But agility can’t simply be reactive.We have to design it into our built environment.

Future-proofing is no longer about thinking how we might repurpose a building in twenty years’ time.The question now is how we allow for changes that may well cycle round in a matter of months..