Agility is not just a set of methods for software development. In an ever-changing world, even the industrial and construction sectors can benefit from agile approaches to increase flexibility, responsiveness and innovation. According to McKinsey, industrial companies adopting agile principles can reduce their time-to-market by 30-50% and increase their productivity by 20-40%. This article explores the different facets of agility, drawing a parallel between agile projects and predictive projects, and identifying the areas where one or other approach is most relevant.
1. What is an Agile company in the 21st century?
An agile company is distinguished by its ability to :
- put clients at the heart of our strategies by continually adapting our products and services,
- encourage autonomy and intrapreneurship within its teams,
- establish transparent collaboration to continually optimise its processes.
In this way, an agile company stays close to market expectations while enabling its teams to make decisions quickly. Companies like Spotify have implemented “Squad” and “Tribe” structures that encourage responsiveness and autonomy. More recently, in a presentation entitled "Adopting a global Agile culture in an Industrial Tech company", Schneider Electric shared its experience of implementing agility on a global scale.
2. Why is agility fundamental today?
Against a backdrop of rapid change, companies are having to adapt to :
- technological acceleration and increased global competition,
- constantly changing customer expectations,
- a requirement for efficiency and the reduction of waste.
Agility is essential if we are to remain competitive. Facebook, for example, rolled out its innovations in just a few months, in stark contrast to historic innovations that took decades to deploy, such as radio. In the industrial sector, this acceleration is just as striking: Siemens, for example, has developed a range of tools that use a digital twin to reduce time-to-market and avoid cost overruns in aircraft development.
What's more, the low level of employee involvement (only 23% committed(*) according to Gallup in 2023) is prompting us to rethink management methods in order to make the most of people.
(*) fulfils himself/herself at work, goes beyond objectives and proposes, takes pleasure in working.
3. What is an Agile project?
An agile project is characterised by :
- minimal initial planning, with short iterations (2 to 4 weeks) to encourage ongoing adaptation,
- a stable team and a relatively constant consumption of resources,
- progressive delivery of usable functionalities.
An agile project builds its deliverables on the basis of feedback from stakeholders. Frameworks such as Scrum have demonstrated their effectiveness in facilitating adaptation and continuous improvement, for example in software development.
4. What is a Predictive project?
A predictive project is based on :
- detailed, advance planning,
- distinct phases with variable teams and resources,
- a final delivery after a long preparation period.
In construction, for example, the project follows clear stages: Conceptual design, Basis of Design, Detailed Design, selection of companies, worksite and delivery. As the project progresses, the risks diminish, but modifications become costly.
5. Why can't Agile be applied to all projects?
While agility offers many advantages, it is not always applicable. In this respect, industrial and construction projects present a number of constraints:
- precise definition of requirements: in construction, requirements (plans, permits, contracts) must be defined upstream to meet strict safety and quality standards,
- risk and cost of changes: changes made during the course of the project can lead to significant additional costs and delays, which is incompatible with an iterative and adaptive approach,
- regulatory framework: industrial and construction projects often have to comply with standards and regulations that require rigorous planning from the outset.
The predictive approach therefore remains the most appropriate way of guaranteeing compliance, on budget and on time.
The case of Berlin Brandenburg airport is a perfect illustration of the risks of inappropriately applying agile concepts to a complex construction project: in particular, by attempting to incorporate constant modifications without a solid predictive framework, the project was delayed by 10 years and went €5 billion over budget.
However, certain agile principles can be integrated, particularly in the design or innovation phase. Sources such as the Project Management Institute (PMI) emphasise that the choice of methodology depends on the degree of complexity and uncertainty of the project (PMI - PMBOK Guide).
6. Agility in industrial and construction projects
Agility can bring value to industrial and construction projects through :
- Hybridization of methods : a mixed approach combining prediction for the critical phases (permits, infrastructure and structure) and agility for design and development (finishing work, technological innovations),
- Lean Construction : inspired by Lean Manufacturing, this method aims to reduce waste and optimise processes on construction sites. Case studies show that the application of Lean principles (pull-flow, visual management, continuous improvement) leads to better control of costs and deadlines (see Lean Construction Institute),
- the use of digital technology : some players in the construction and public works sector are integrating digital tools to improve team coordination and monitor the progress of work in real time, adopting an iterative approach to adjusting operations,
- better management of unforeseen events : in an environment where unforeseen events are frequent (weather conditions, technical incidents, fluctuations in the cost of materials, regulatory changes), agility means greater responsiveness. Thanks to short planning cycles and more flexible decision-making processes, teams are able to quickly adjust priorities and resources.
7. Concrete cases and documented examples
Construction :
La The digitisation of construction sites and the use of collaborative tools (BIM - Building Information Modelling) have enabled some major projects to significantly reduce decision-making times and optimise coordination between the various parties involved. This operating mode incorporates frequent feedback loops, typical of an agile approach, while respecting the strict regulatory framework for construction.
For example, the Crossrail project in London used BIM to improve coordination between stakeholders, helping to reduce construction costs by 15-20% and speed up decision-making processes. Similarly, the Grand Paris Express has adopted collaborative BIM, enabling better anticipation of conflicts and enhanced coordination, leading to a reduction in the cost of modifications and coordination times. Better anticipation of conflicts, enhanced coordination between stakeholders, and continuous adaptation to the field via feedback loops are principles directly borrowed from agile methods.
Automotive industry :
Manufacturers such as Tesla have adopted agile approaches to accelerate innovation and rapidly integrate market feedback. Using short cycles to develop and test features on vehicles enables rapid adaptation to consumer requirements and continuous product improvement.
These examples show that by integrating agile elements, even historically predictive sectors can gain in flexibility and efficiency.
To conclude, Agility is not a universal solution, but it offers essential levers for responding to a changing environment. In industrial and construction projects, a hybrid approach combining predictive rigour and agile flexibility makes it possible to :
- control risks and costs,
- encourage innovation and team commitment.
To ensure the success of this approach, the following steps are recommended:
- map your value chain and identify areas of opportunity: analyse each phase of the project to determine where agility will bring the most value, generally in the design, innovation or finishing stages,
- train your teams in the fundamentals of Agile: invest in training to develop a shared understanding of the Agile principles and practices relevant to your context (daily standups, retrospectives, iterative planning),
- start small with a pilot project: select a project of moderate size to experiment with the hybrid approach, carefully documenting the gains and obstacles encountered,
- implement the right digital tools: deploy collaborative solutions such as BIM and digital Kanban boards to facilitate visualisation and coordination,
- measuring results with specific KPIs: introducing performance indicators focused on the value delivered, reducing decision-making times and client satisfaction.
However, adopting agility in these contexts requires in-depth consideration of the project phases, regulatory constraints and strategic objectives. The success of agile integration in industrial and construction projects relies on a subtle balance: maintaining the necessary rigour in the critical phases while introducing flexibility where it creates the most value. When applied judiciously, agility can really transform the performance and responsiveness of organisations. If not, it can lead to catastrophic damage.
Sources used
(1) Industrie Numérique – « Améliorer la gestion Agile dans le secteur industriel »
(2) 12/07/2022 – « Modèle Spotify Agile : toujours appliqué ! Explication »
(4) Formation PMP MACERTIF 2025
(5) SIEMENS – Digital Industries Software – « L’agilité vous fait décoller plus vite »
(6) Gallup – Etat des lieux du travail mondial – Rapport 2024
(7) Scrum Guide
(8) Aéroport Willy-Brandt de Berlin-Brandebourg
(10) Guide PMBOK®
(11) Lean Construction Institute
(12) Autodesk BIM
(13) S3D – Le BIM en infrastructure ferroviaire
(14) Institution of Civil Engineers (ICE) – “BIM model-based design delivery: Tideway East, England, UK”
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