To truly unlock the full value of asset digitalisation, organisations need more than just cutting-edge technology. They need a workforce that’s ready to harness it. A digitally-ready team, equipped with the right skills, mindset, and collaborative culture, is the key to turning digital potential into real-world performance gains. Without it, even the most advanced digital tools risk falling short of their promise.
A well-prepared workforce not only possesses the necessary skills and knowledge to adapt to new technologies but also fosters a culture of innovation and adaptability. When employees are equipped to engage with digital tools effectively, they can maximise the benefits of these initiatives. Without a workforce that is ready and willing to navigate digital changes, organisations will struggle to achieve their goals and fully capitalise on their investments in asset digitalisation.
Ahead of the 2025 Asset Digitalisation Summit, Quest Events spoke with Eric Bugeja, Chairperson at buildingSMART Australasia, and Kevin Kidd, Group Digital Engineering Manager at WGA, to gain their insights around ensuring a digitally-ready workforce.
What are the biggest challenges technical professionals face in adapting to asset digitalisation, and how can they be addressed?
According to Bugeja, the biggest hurdles in adapting to digitalisation are cultural – particularly in the Infrastructure sector. “Effective digitalisation requires both an adaption of new ways of working utilising digital technology and bringing together stakeholders from across a project lifecycle to work more collaboratively (which the technology enables)”, he says. “Unfortunately, the environment does always not encourage the collaboration and adoption required. This is particularly critical for asset operators and managers; in an ideal world they provide input to the front end of a project to ensure that the information they require is developed and built up digitally across the life of a project. The current contractual environments also do not enable the level of collaboration required; in fact, they discourage it”, he adds.
Bugeja also notes a reluctance of some professionals to adopt technology as there seems to be almost an “elitist” attitude towards a professional using software. “For example, in the engineering sector, traditionally a professional engineer would provide a sketch and some calcs, then a drafter would use the software to produce outputs”, he explains. “Modern engineering software allows engineers to rapidly design and analyse, but many engineers still believe that using software is not the remit of the engineer.”
For Kidd, the biggest challenge is clear: “People don’t like change. If a process works, there’s often a why fix it? mindset. The key here is clear communication – showing the benefits upfront and providing hands-on training.”
“Skills gaps are another issue”, he continues. “Digitalisation moves fast, and not everyone keeps up, so ongoing training and mentorship are essential. Then there’s the data overload problem – plenty of information but not always the tools or skills to use it effectively. User-friendly systems and data literacy training help here. And finally, old systems don’t always play nicely with new tech, so having a clear roadmap for upgrades is key.”
What are the most effective training strategies to ensure technological literacy across your workforce?
“Training should be job-specific, not one-size-fits-all”, says Kidd. “We know that real-world examples work better than theory, while peer learning and mentoring go a long way. Trainers and educators have a much better idea of how to make training effective: short, focused sessions stick better (microlearning), and certifications, gamification, and small incentives can also help.”
Bugeja believes the key strategy should be based around removing the fear of change. “Start an awareness program outlining how technology can remove much of the work that many of us do not actually like, and how it can allow us to focus on areas where we can provide real value.”
Bugeja has seen many examples of professionals adopting technology and never going back. “Telling this story through anecdotes from their peers can really help overcome the fear of change. Those who adopt early are likely to create greater value (and less likely to lose their jobs) since they are more efficient. Only after you have built up this level of awareness and workforce buy-in can you then run your training program, which should be flexible enough to adapt to different ways of learning.”
What metrics can organisations use to measure digital readiness?
According to Bugeja, the first metric – and one that would be rarely measured – involves determining how much buy-in and drive there is from the leadership team. “Once that is there, you can then work down through the levels of the organisation. The second metric is to really understand how many potential champions there are in the organisation who have the drive and willing to learn and influence others. If you do not have them, hire them!”
Kidd outlines several other effective ways to track the progress of digital readiness. “First, it’s important to assess whether people are actually using the technology, which can be measured through adoption rates”, he says. “Next, evaluate the effectiveness of training by looking at completion rates and competency scores. Consider whether processes are improving by examining metrics such as efficiency, accuracy, and cost savings. Gathering insights on employee perceptions through surveys and feedback is also vital to understanding the overall impact of digital initiatives. Finally, assessing how frequently teams rely on digital insights can provide a clear picture of how effectively data is being used”, he adds.
How can organisations best improve collaboration between technical and business teams?
“The best way? Get them working together early!”, recommends Kidd. “If tech teams build solutions in a vacuum, business teams won’t adopt them. Embedding technical experts into business teams helps bridge the gap. Regular workshops, knowledge-sharing sessions, and having a shared language (not just technical jargon) also make a big difference. And leadership plays a role: if executives actively support collaboration, teams will follow suit.”
Bugeja agrees on the need for a bridge between the technical and business teams. “The key is to break the 'language' barrier. Ideally you will have someone who can act as 'translator' to enable the technical staff to understand the business drivers, and help the business teams really understand what is possible from the tech teams. Having someone who can facilitate this communication is key, but they are rare. Business teams should not be scared to hire technical staff who do not necessarily fit the typical mould of the business and letting them loose on your business challenges to see what they come up with.”
Hear more from Eric Bugeja, Kevin Kidd and several other thought leaders at the Asset Digitalisation Summit, 13 - 15 May 2025 at the Melbourne Convention and Exhibition Centre. Learn more.
To access the detailed conference program, download the brochure here.
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