The Human Side of Technology: Interview with Omar Bianchini

We've all heard about the importance of considering people, processes, and technology when driving digital transformation or adopting new systems.

But when implementing technology, it's all too easy to get caught up in the tech and process side of things and lose sight of the human factor. This is particularly true in large organizations, where teams span multiple locations and roles. But when you don't put people at the center of your initiatives, you risk missing the mark on their needs, reducing adoption rates, and ultimately undermining the success of your investment.

That's why it's critical to constantly consider the human side of technology. Don't lose sight of the fact that the solutions and processes you implement are meant to empower people and make them more effective. 

Here to discuss the human side of technology is Omar Bianchini, an accomplished architect and the Operations Director of Digital Engineering & Innovation at Deerns Italia. Known for his brilliance and wisdom, Omar's candid and direct approach is key to problem-solving and building trust. 

Omar’s leadership, particularly in large-scale, multidisciplinary projects like the Pisa Airport and Doha Metro, fosters collaboration and streamlines processes, making him an influential figure in driving innovation and efficiency within the industry.

Take a look at our conversation below, where we discuss:

  • How establishing "rules of the game" simplifies interactions and ensures seamless coordination across internal and external stakeholders.
  • Why focusing on people, not just processes, is key to overcoming challenges in data sharing and managing complex projects.
  • How frameworks like ISO 19650 help streamline data management and reduce inefficiencies.

How can teams successfully implement advanced technologies like Autodesk Construction Cloud?

Successful tech implementation starts with the right strategy—specifically, your strategies for documentation management and collaboration. In my experience, issues often arise when people don't have the ability to use or retrieve updated documentation, and there's often a delay in transferring information between parties, even when stakeholders are working in the same environment. 

Technology implementation is essentially a strategic initiative, as it facilitates seamless data flow for multiple stakeholders across various locations and teams. For example, Deerns has several locations in Italy and around the world. When teams can access all documentation from a single, reliable source—rather than relying on email or fragmented sharing methods—it significantly streamlines processes and reduces errors.

How do you ensure smooth data sharing and collaboration between internal and external stakeholders?

We primarily use Autodesk Construction Cloud at the group level, so it's not just something we leverage for specific projects. This is a choice we made with the future in mind. 

All projects are opened on Autodesk Construction Cloud, which is crucial since we have team members in different parts of the country. For example, there's a group in Milan collaborating with our Rome office in real time. Ensuring teams can work together seamlessly requires a tool that lets people operate on the same model and access documentation through a shared platform. 

Another aspect, of course, would be our external collaborators—i.e., consultants and partners. Here, we ensure smooth collaboration by setting clear rules for exchanging information. I like to refer to it as establishing the rules of the game. 

Even if the client does not explicitly request it, we take the initiative to establish standards for where and how information should be shared. That input always comes from us, so it's easier to maintain coordination when external consultants or firms use different methods.

It's also worth noting that these rules are not about the technology itself but rather about the human element—the interactions, dynamics, and contractual relationships that shape collaboration.

What role do rules and standards play in effective collaboration?

Rules and standards are a focal point. We've been using Autodesk Construction Cloud for quite some time now, even when it was previously BIM 360. The platform has evolved tremendously over the years, and we've learned the importance of planning and ensuring a structured, consistent approach to data sharing and management.

This is where the rules and standards come into play. Planning means creating a framework that allows you to provide clear and straightforward information to everyone involved. 

For example, we rely on ISO 19650 as a reference for sharing information and documentation. This standard organizes documentation into levels of validity and paves the way for clarity and consistency. Without establishing this workflow from the beginning and securing buy-in for this approach, sharing and managing central information can become inefficient.

How does the human aspect impact technology implementation?

Those responsible for managing, transferring, and coordinating—often across multidisciplinary groups—play a critical role in facilitating collaboration. Their task is to implement the technology and ensure it enhances relationships among consultants, clients, and team members. 

Remember that the tool itself shouldn't be obstructive; instead, it should simplify interactions and streamline processes, even for clients who may not be as technologically advanced as the consultants managing the design aspects.

Now, as projects grow more complex and the further you advance with requests and design methods, the need to focus on the human side of technology becomes even more critical. 

You need to start asking questions to ensure the tool meets practical and human-centric needs. For example, how can you make support documentation more accessible? What steps can you take to make your processes more efficient? If managing and producing documentation becomes overly time-consuming, it's a sign to stop and review. 

Again, go back to the human side of technology implementation. Understand the various needs of your clients, consultants, and stakeholders. Some may only need to visualize information, while others require more hands-on access. Whatever the case, aligning these requirements is key to successful implementation.

What advice would you give for expanding collaboration tools organization-wide?

My suggestion would be to focus on establishing unity—unity of intent and unity of method. Before venturing into or implementing a collaboration tool, you must define the rules of the game and ensure everyone involved understands how the transition will affect them and how information will be managed. 

This starts with clear communication and engagement. Involve clients, stakeholders, and team members early on to make them aware of their roles and responsibilities and encourage them to actively participate in the process. 

This doesn't mean there isn't a standard implementation method. Rather, it's understanding that even standardized practices should account for certain nuances depending on who is involved. So, before diving into a complex implementation, take the time to pause, listen, and gather information. This step might seem superfluous, but it is often the difference between success and failure. 

Arianna Plutino

Arianna is an Accelerated Value Executive at Autodesk and architect specialized in digital transformation and construction technology. With a deep understanding of industry complexities, I’m focused in optimizing workflows, enhancing collaboration, and driving innovation in architecture, engineering, and construction, to leverage technology for improved project outcomes.
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