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KP Unpacked
KP Unpacked explores the biggest ideas in AEC, AI, and innovation—unpacking the trends, technology, discussions, and strategies shaping the built environment and beyond.
KP Unpacked
Know Before You Adopt
Welcome back to the number one podcast in AEC, KP Unpacked, where AI, innovation, and the built world collide.
In this episode of the AI in AEC series, Jeff Echols (Executive Director, Catalyst) is joined by Frank Lazaro (Head of Advisory, KP Reddy Co.) for a strategic deep dive into how AEC firms can assess and improve their innovation readiness before adopting AI or any new tech.
They break down the DIAL Framework, a free assessment designed to benchmark your firm's innovation posture across six critical pillars:
- Internal Innovation
- External Innovation
- Culture
- Ecosystem
- Tech Adoption
- Blue Sky Thinking
You’ll hear real-world insights from working with dozens of AEC firms, stories of siloed departments unknowingly duplicating efforts, and practical advice for creating sustainable innovation systems across your organization.
Whether you're a disruptor, adopter, or laggard, this episode gives you the tools to find out where you stand, what to fix, and how to move forward.
đź”— Resources and Links Mentioned:
- Take the DIAL Assessment (Free): https://kpreddy.co/dial
- San Francisco Event (July 29): https://kpreddy.co/event-highlight
🔧 Key Takeaways:
- Do not start with tools. Start with understanding your culture and capacity for innovation.
- DIAL helps uncover organizational blind spots before tech investments fail.
- AI success in AEC depends more on alignment and execution than access to tools.
- Internal communication and cross-departmental knowledge sharing are key to progress.
- The most innovative firms often still struggle with consistent adoption, and that is okay.
Subscribe, rate, and share this episode with the leaders shaping what is next in AEC.
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It’s a space for AEC forward-thinkers are reimagining what’s next. This is where the top minds in the industry are sharing ideas, leading change, and pushing the future of AEC forward.
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Hey, welcome back to KP Unpacked. This is where the biggest ideas in AEC, ai and innovation all collide right here in one podcast. It's powered by KP ReadyCo. In this podcast, we break down the trends, the technology, the discussions and the strategies that are shaping the built environment and beyond. If you're watching the video version of this either a YouTube short or a YouTube long is that what it's called or is it just a YouTube? I don't know. If you're watching the video version of this, you probably noticed that I am not joined by KP Ready today. I'm joined by my colleague, frank Lazzaro, which means this is the AI in AEC version of the podcast. This is the time that Frank and I get together.
Speaker 1:Every week, we unpack specific tools or specific tool categories, I suppose. We unpack them, we talk about the different tools that are available and then we give you actionable takeaways. This is what you ought to be trying this week in order to make the most, in order to learn, in order to be able to adopt and implement these things that we're talking about Today. We've got maybe a little bit of a different bent on things, maybe a little bit more strategic, higher level strategic. Perhaps we're going to talk about the dial assessment Know before you adopt D-I-A-L. So, frank, welcome back. Glad to see you, hey.
Speaker 2:Jeff, glad to be back. I think this is going to be an interesting topic because I think you know the pivot from talking about tools and then focusing on your organization before you select the tool is a is a topic that seems to come up a lot when we talk to clients. So I'm excited to talk about this in particular because I think it really does kind of set that foundation before they start jumping into hey, I need to go buy a tool or I need to go get licensing, so it's a different approach. So it'd be a little slightly different, but definitely on topic for us today.
Speaker 1:Yeah, yeah, it reminds me I was talking to one of our Mastermind members earlier this week and he said you know, here's the thing. You know if you're not familiar with everything that goes on in the KP Ready Co ecosystem. We have Mastermind groups, we've got a startup incubator. We've got a startup incubator, we've got in-person events. In fact, we've got one coming up as we're recording this. We've got one that's coming up in about a month, july 29th, in San Francisco. And so you know, there's always and I didn't even introduce myself, I'm Jeff Eccles, I'm the executive director of Catalyst. We just launched Catalyst last week. As we're talking about this, we've got our big launch party July. Catalyst is another one of those places where, just like the masterminds or in-persons, et cetera, where people come together for conversations about innovation, we tear down the silos so that we can have these broad conversations. And this mastermind member said you know, one of the things that we have to keep track of is that we we talk a lot about pain points.
Speaker 2:Everybody does right.
Speaker 1:You know, in the in the uh, in the sentiment that marketers ruin everything, right, we, we have been trained to talk about pain points. And then this mastermind member says you know, we, we, we talk a lot about pain points. We all know we have pain points. We all know what those pain points are. We share them. And he said at some point it becomes commiseration. It says what we really need to focus on is not even what do I need to think about.
Speaker 1:And this is, this is what you know, when you were talking about it a second ago, what reminded me of this, where you were talking about sort of talking about versus doing. He said it's great for me to have something to think about, but it's even better when we can walk away with a to-do list with things to do. So I think that's an interesting tie to this discussion of Dial today, and I'm going to ask you to explain what Dial is, what it means, and we'll start to unpack that. But I think and it's also one of the things that I love about us recording this version of the podcast is it is intended to be absolutely actionable. So I am joined today by Frank Lazzaro. He's the head of advisory here at KP ReadyCo. He's my friend and colleague and we get together and record at least one episode every week.
Speaker 1:They get published once a week, so when we're on our game, we're ahead of the game, and when we're traveling and when we're doing the other things, hey, we may need to catch up a little bit, but here we are All right, frank. Yeah, absolutely, when we talk about dial D-I-A-L, we're talking about a framework. There's an assessment, of course, as I said at the beginning, that goes along with it. We're talking about a framework. There's an assessment, of course, as I said at the beginning, that goes along with it. But, in short, what is DIAL, what is the assessment, what is the framework?
Speaker 2:Yeah, yeah, so it's a great question. Again, it's very similar to any framework, right. It just kind of helps people kind of get organized around a pretty complex topic. We look at DIAL as it's really kind of acronyms for being a disruptor, being an innovator, being an adopter or being a laggard when it comes to technology. Right, when you think about that, you know disruption, right. What would be a company that falls in that disruptor phase? You know that would be like a chat, gpt or an open AI. They're really disrupting the marketplace when it comes to that technology.
Speaker 2:Same thing with the innovator and adopter, right, those are kind of middle of the road, right, you're either using technology to innovate and be more innovative, you're kind of more on the forefront Adopter and this is kind of where a lot of folks in the AEC industry kind of land is, in that adopter phase right, where it's like we'll adopt technology once it's established, once it's been proven, once it's been out in the marketplace, and then the other 50% of the AEs space is a laggard, meaning that they're still running, you know, with basic technologies. They're not very on the forefront of adopting anything new. So we look at it from, you know, you take this assessment. It kind of gives you like a score around kind of where you are from your innovation technology adoption posture as a company. So you can come back and sit there and say, yep, we're a disruptor, we're out in the forefront, we have software developers, we're developing plugins for Revit, we're doing all of these things to really innovate ourselves. That's, you know, on the bell curve, that's really you know on that one side to where they're really out there. And then you know the rest of us are kind of you know more the adopter and the laggard side.
Speaker 2:So the the reason I like this piece and kind of from an advisory perspective on kind of where we start with actually using this assessment is is that once we kind of understand kind of where an organization is in terms of their adoption technology adoption curve, it allows us to kind of custom tailor our approach to how we can help them be more successful. So I encourage most people and again, our assessment is free you can just go to the kpco website, kp ready co website, slash dial, and you can take the assessment for free to kind of get an understanding of of of where you are. But to us that's really that framework is the foundation to helping organizations adopt it. So if you are a laggard but you're sitting there telling us that, hey, we want to adopt all these technologies, these tools and AI, we get the sense that you're likely to not succeed or be successful in that implementation because you don't have that right innovation. You don't have that mindset internally, whether it's culture and we have six pillars, we'll dive into the six pillars.
Speaker 1:That's the general framework of what dial is yeah, I'm glad you explained that and as you're talking, you know I'm listening to what you're saying and, um, one of the things I love about my job is in, you know, one of the hats I wear, of course, is running our mastermind program, which means that I sit on a weekly basis with heads of innovation, chief innovation officers, director of innovation, whatever the titles are heads of construction, technology, et cetera and when you're talking about sort of that, the line imaginary line, I suppose but the line that starts to divide the innovators from the adopters, most of the people, or really all of the people that I sit with in those mastermind groups, if you look across the AEC world, this is sort of rarefied air.
Speaker 1:Right, these are the heads of innovation. Head of AI and innovation was another title and it's funny, you know some of these most innovative firms and we heard this. This actually was said out loud in Atlanta at our last in-person meeting. But the head of innovation, as what's typically seen as a pretty innovative engineering firm, said you know, our leadership talks about being innovative and invests in being innovative and wants us to be innovative, all those things. And they said that they were in a meeting with the leadership and they had to say listen, listen, our biggest obstacle to innovation is all of you right, and so even the most innovative in the space. You know, in the grand scheme of innovation you mentioned open ai, of course, um, you know there's very few to none in the aec space that are disruptive like that but there's a few, few, but it's very, very far and few between right.
Speaker 2:I think what you find is is that, typically, what you'll end up with is is that they'll have this idea of wanting to be innovative, or they think that they're innovative, but when it comes to rubber meeting the road, that's when you know, the things start falling off the rails and you start thinking about well, why aren't we adopting these new technologies? Because what you find is and this is the case with most engineers they like process. Right, there's a process. My process isn't broken. It may not be efficient, but my process works, so why would I disrupt that? And so, and they have very predictable results when they do it a certain way. So, but introducing technology introduces risk. It introduces a new process. There's so many other things, elements that come to this, that then create this internal resistance.
Speaker 1:Yeah, and there is. There is another reality in the AEC space that is different than many other spaces and it's it's that idea that you know the it's it's project, it's a project driven space, right? So, um, I remember when I, when I graduated from architecture school and um, I got my first job in Chicago at some point, I started working on a, on a project that had been in the office for about a year and a half and I think I was in that office for a couple of years before I moved, and I don't think they finished that project. And this wasn't constant, right, it was an on again, off again, but I don't think they finished that project. I remember seeing you know it was published, right, they completed it, it got built, et cetera. That was like five years later.
Speaker 1:But a normal project depending on the, the scope, the scale, et cetera another normal project can take can be in the office if it's the design side, or or be under construction for nine months, two years, something like that. So that's another barrier, right. How do we, how do we innovate, how do we change our process when we have all of these projects that are running that take nine months, two years, something like that, it's, very it's. You know that's a reality of the space.
Speaker 2:That makes it very difficult, but um but even from a fundamental perspective, though, um, you know, there was this big push back, know, go back 10 years where, um, everyone was convinced that ae firms needed these crm systems and they went through and everyone got here, but there's not a single firm out there. That is actually like I'm in love with my crm. It does everything that I need to do. So they were convinced that they needed this new technology. They, they, they were convinced that it was going to give them insight into their pipeline and their backlog and all this other great stuff, and then the implementations would fall flat right, and I think that's where they have this mindset of oh yeah, we want to be innovative and onboard this platform, this technology, and then end up with a platform that is wholly underutilized in terms of what they really needed. Now fast forward a decade or more, and the same thing's happening now with AI, where they all think they need AI. They're giving every single employee co-pilot, they're giving every single employee chat, gpt, but don't understand their internal innovation culture mindset on how that technology kind of makes it into their process. So I think that's where Dial comes in is because it allows the organization to kind of get that internal perspective of where are we from an innovation posturing perspective, right, when we think about.
Speaker 2:You know, the dial framework is really built on six pillars, right? So you start thinking about. It focuses on identifying where you are from an internal innovation perspective, like, how do we work internally when it comes to technology? Externally, how do we, how does that technology work with our partners, our clients, our subs, whomever? Right? Then you also got to think about, like, from a culture perspective, does the organization really have an innovation culture or is it just one person or a leader or something that's saying that they need to be innovative? You know, those are the top three, and then it kind of goes into ecosystem.
Speaker 2:Tech adoption is a really big one that we find that most organizations struggle with. And then the last one, I think, is kind of more like that. We call it blue sky thinking, but that is like the pinnacle of innovation thinking of. You know, where do big ideas come from if they're not coming from internally? Right? So you know, we focus on those six pillars and what you find is is that some are really good in some areas and then they kind of struggle in others. But if you don't understand this, it doesn't matter what technology platform you're picking and AI is the big elephant in the room right now. Um, if you don't understand those six pillars of where you are from an organization perspective, it doesn't matter what tool you try to implement you may not be successful in doing it.
Speaker 1:Yeah, and it's you mentioned right before you started to explain the pillars. You mentioned culture of innovation and, of course, that culture begins to dictate everything, like any sort of culture, right?
Speaker 1:Any sort of corporate culture, whatever we want to call it right, Any sort of corporate culture, whatever we want to call it Um when you're out in the field, um, with advisory clients and you're going through the uh, the dial assessment, you're going through these six pillars, what's, what are some of your biggest takeaways from the firms that you, that you're working with us on, especially as it relates I mean, this is our AI and AEC version of the podcast. Right, and like you said earlier, AI is the elephant in the room, probably will continue to be for quite some time, I would imagine. But what are some of your biggest takeaways as you go through these assessments and this work with with different, um, different clients, as it relates to the culture and AI and the pillars?
Speaker 2:Yeah, um, you know not to be cliche, right Generationally it you see that divide right off the bat. So the the younger the staff, the more likely they're wanting to lean into the technology. You know, again cliche-ish the older you are, the less likely you're going to want to lean in, and you see that prevalent across the organizations. What you also see, too, is that there's pockets of culture when it comes to innovation. Either the firm owners, the CEO, the president is like we need to incorporate technology into what we do, and then tries to push it down through the organization. Um, and then there's resist. Then you have pockets of resistance. Um, the other way it works, too is is that you have some departments. So if you're at a bigger organization and you have separate groups, what you find is is that one group is being really innovative and another group isn't. So there's an inconsistency when it comes to culture, technology and adoption across an organization.
Speaker 2:Kp and I were doing one of our full day workshops around this and we're meeting with a firm and what you found was there were two peers one on one side of the business and one on the other side of the business and one on the other side of the business. Essentially, they do similar things, but in their own department, so to speak. One manager is like, oh, we're doing this with AI in this report, and the other manager is like, oh, we didn't know we were doing that, I didn't know you could do that, so you had that disconnect between you, had two peers that had equal sized groups within the company, focused on different disciplines, so to speak, but they're producing pretty much the same outputs in a lot of ways, and one didn't even know the other one was doing something.
Speaker 2:You start thinking about internal innovation. You're thinking about culture and the ecosystem of how technology and innovation moves through an organization they weren't sharing. So they had no mechanism to kind of share that information from department to department. So right there off the bat that tells you is like okay, so if I gave everyone chat GPT, what you would find is that one department would actually be using it and the other department wouldn't be using it. So now you have a misalignment.
Speaker 2:So what that does is at least from a leader's perspective. Once you understand that and you've taken the assessment and you can kind of see that data from across your organization, now you can strategically come up with a solution to say how do we solve for that? Do we create an innovation department to where all good ideas kind of get funneled up and then distributed to the organization? Do we create an innovation department to where all good ideas kind of get funneled up and then distributed to the organization? Do we create an AI committee to where we can share these things on a more frequent basis? Like how do we start sharing things from department to department instead of just being siloed in something sitting there? So the dial assessment does a good job with helping an organization identify those blind spots when it comes to tech adoption, innovation adoption, particularly around artificial intelligence.
Speaker 1:Yeah, when, based on the people that I spend a lot of my time with as I mentioned before.
Speaker 1:It seems to me that the gold standard across AEC firms is generally firms that have some system, and this is difficult. I was having a conversation with somebody yesterday and they were talking about the. Well, I mean, they're really talking about the difficulty of this and it it comes in at the point of, you know, maybe it's, maybe it's younger people, right, maybe it is that generational thing, or maybe it's somebody you know that's in the field that says, hey, hey, we're struggling with this, but there's a tool for it. But it's where are we getting these ideas from? Where are the tech ideas, the recommendations or suggestions? Hey, let's try this tool, that tool, the other. So it's the collection of those ideas and the collection of those recommendations, the vetting, the sharing and then the adoption of it.
Speaker 1:And for all of you out there that are listening to this going, yeah, that's exactly what we're wondering about, that's exactly what we're running into, that's exactly what we're struggling with. I'm just, I'm here to tell you that. You know, I sit with about um on a weekly basis, probably about 40 leaders that are leading innovation teams, et cetera. There aren't that many really that that have a a very well-defined, relatively smooth running system slash process for this. Um, there, there are a couple that have have built their own platforms or have adopted platforms for this that are that are doing a good job of it. But even they will say, yeah, this is, this is sort of a clunker here and we're we're always, you know, having to pull over to the side of the road and get out a mallet and beat something back into place or whatever. That's a strange analogy, but if you're really, you know, doing exactly what we're talking about right now and doing it really well and smoothly, you're in incredibly rarefied air.
Speaker 2:No, and I agree, I agree with you 100% and I think you know there are some simple things right. Most firms have like an all hands meeting once a month or once a quarter. You know just doing kind of this. Like you know show and tells, right. Like we do that internally with KPR, right? You know we have our team meetings.
Speaker 2:You know kp is always encouraging us to kind of talk about the different things that we're doing with ai and technology so the group can kind of see it. That's the same thing that we tell our clients. Like you have to get into this mindset of I need to know how to share this and we need to create the mechanisms and the capabilities to do that. We've had one client that has an internal portal that they use, so it's a little internet site where people can kind of post different things they're doing with AI, take advantage of those lunch and learns or just like those all-hands meetings, carve out five minutes and have somebody from the organization just kind of talk about what they've been doing with this AI technology and how it's incorporating it.
Speaker 2:And I think the other big thing too is training. Training is a is a vital component to all this. Giving people tools doesn't mean they know how to use it, and I think we've said that multiple times on on other episodes. But it's just because you give them the tool doesn't mean that they know how to use it. So the training also can help mitigate a lot of the issues that we see with a lot of organizations when they, when we do the dialysis with them yeah, those are good points.
Speaker 1:And another thing that comes up a lot too is hey, our clients are asking how are you, how and where we're using ai, you know what, what tools that we use um, have ai.
Speaker 1:You know, they're kind of a tongue, a tongue in cheek.
Speaker 1:A bit of a joke in those conversations is somebody claimed that they they wrote everything on a post-it note and sent it back to the client because, like all of our tools have AI built into them. Now, right, that obviously is not the point of the question. But if, if you go through, if you do the things that Frank was just talking about, the all handshands meetings and, excuse me, maybe you have a suggestion box sort of concept, a portal like transparent sharing, that also helps you keep an eye on what's happening and helps you better answer those questions from the clients and police. That if you need to, right, I mean we did do an episode I forget which episode it was, it was several back where we talked about, or maybe it was, two episodes in a row, one on on policies and one on on training. Yeah, um, but but that you know that extends at some point it extends beyond the walls of your firm, of your organization, because the client, almost all the clients, are asking, yeah, what tools? And that goes into that.
Speaker 2:Yeah, that goes into the number two pillar that we focus on, which is external innovation.
Speaker 2:Right, so it's, you may be innovative internally to your processes, but how does that impact externally your clients, your subs, vendors, whatever it is right? How are they doing and what questions are they asking? Because you may find and we have seen this in some instances where a firm may be very, very internally focused when it comes to innovation, but when it starts getting to the external part your clients, the client deliverables that's where technology seems to stop a little bit. So how do you navigate that? Because you want to have good balance, right. You want to have the ability to have the right internal innovation mindset, culturally focused on being more innovative, but also understanding how it impacts everything externally that you do right. So I think there's a good sense that some organizations are good at some of these, but it's not all of them, um, which I really do think that the dial like once it once, we can highlight that and then walk the client through that, or they can see that, then they know how to address it in some way or some fashion.
Speaker 1:Yeah, yeah. So okay, what are? When when we get towards the end of our episodes, we always do sort of pros and cons and I don't I don't know if that's exactly the right nomenclature for this, this question, but what, what are, what are three reasons or three positive takeaways from the uh, from from the act or the process of going through the dial assessment?
Speaker 2:Yeah, well, I think you know with any assessment, right, it's giving you insight, it's creating that clarity and, in some instances, kind of creating accountability. Right To sit there and say, okay, we're good in these areas, we're not so great in these areas, what can we do now? So, one that clarity and focus. Right, it shows you the areas that you need to pay attention to in order to be a more innovative company and more innovative firm. The other thing is when we start thinking about AI in general, right, and again, I think we've said this numerous times on other episodes right, if you're starting with the tool, you're starting in the wrong spot. Right, you have to really start with the problem and that's where the dial in this innovation assessment helps you kind of hone in on like, I'm not going to give everyone chat GPT until we have at least a better plan around. You know, modifying our culture and our environment, or maybe the tool is our path to becoming more innovative internally. So you, you really kind of it really does help with um tailoring your AI strategies. It helps with AI tool selection right, and to me it's very foundational right that if you can understand your, your innovation posture as a firm right, the tools that you select and the things that you do and the training that you add is only going to be more effective, versus just giving everyone the tool and then expecting some magical result on the back end of that.
Speaker 2:And then the third one is is that the one nice thing and we hadn't even touched on this, and I think this is this was kind of like the golden goose of the of the report, because we have given this assessment so many times we have all this anonymous client data which basically allows you to benchmark your firm against like-sized firms.
Speaker 2:So if you're a 50-person, 100-person firm and you take this assessment and you fill it out, we give you data back that says, based on that, all the firms that kind of fall in this are answering these questions this way. It's anonymous, you don't know who they are, but at least you get that benchmark against your peers to understand. Hey, I kind of understand my deficiencies, I also understand that where peer firms are kind of landing in that. So it kind of gives you the confidence of okay, I can kind of see how I'm matching up against other firms. I'm also finding areas that I need to focus on, and then it's going to help me be more innovative and allow me to select those AI tools going forward. So I think that they're. You know, those are the probably the three big ones that I would highlight.
Speaker 1:Yeah, those are good ones, and I think, you know, when we look at the benefits of doing things like this, which you just rattled them off, right, you just talked about that, now there's also another side of that coin. Right, I talk about growth a lot, and one of the things that I like to do for myself is I go to yoga a lot, and one of the things, one of the things that I like to do for myself is I go to yoga a lot, and I was. I went to a class last night. One of my favorite yogis is brandy, and brandy always talks about the fact that growth comes or growth stems from, growth comes out of discomfort, right?
Speaker 2:so some of these things right.
Speaker 1:You're going to go through this assessment. Some of this may get a little bit uncomfortable, but that's that's where we have to go right. That's we have to lean into that discomfort to create the change that leads to growth. So what? What are some of the? What are some of those potential pains or discomforts that people that that are organizations that go through the dial assessment may experience?
Speaker 2:Yeah Well, you know, I think one of the key ones in all of this is that you really have to be honest in when you're taking that assessment. You know you can't have rose colored glasses, you can't have a very Pollyanna type of view towards your own firm in terms of where you are from an innovation perspective. You can't sit there and say, hey, we're super innovative and maybe that's an aspirational statement and not a reality statement. So when you are taking this assessment, when you are looking at your internal innovation, your external innovation, your culture, just be honest with yourself, right? And I think one nice thing about the way we do our report too is that if everyone in your firm takes it, we can kind of create more of a combined report on the backend so that you can get a holistic view of everything versus just one siloed view of one person. So being honest in terms of how you look at your innovation posturing I think is super important. And then I think fundamentally is that you could take the dial assessment all you want. You can identify all the problems that you can, but if you cannot execute on fixing those things, you're not going to become a more innovative company or a more innovative firm. So just remember, the assessment doesn't replace execution, right? The assessment is only going to tell you the areas that you need to focus on and then create a plan, but it's going to be important to execute against that. So again, saying you want to be an innovative company, great. Giving everyone chat, gpt, great. Not giving them training, not doing the things around culture, is not going to make you any more innovative. So I think two of it is is this be honest in terms of your initial assessment and then just note that execution cannot replace the, the fact that you did the assessment. The assessment is only really one step in a couple in order for you to actually improve where you are from an innovation perspective.
Speaker 1:Yeah, those are great points. There's a big difference between knowing and doing, and we have to do. I mean I guess that goes back to the comment from my conversation with one of our mastermind members right, it's, hey, we know where the pain points are. We have to take action. We have to go from knowing, understanding, um, thinking about, to actually doing. So those, those are good points.
Speaker 2:Well, I think, I think you know, and then the, the.
Speaker 2:The one big key takeaway out of all that and this is something that we say on the, on the marketing side, all the time Um, if you, if you don't measure it, did you really do it?
Speaker 2:And I think that the play on words there is is that you can't fix it unless you don't measure it. Did you really do it? And I think that the play on words there is that you can't fix it unless you don't measure it right. And I think that's where the dial assessment comes in is that you can measure yourself where you are today, go through all these action steps and then retake the assessment to see how things change. So that's the beautiful part about this is that you can benchmark yourself up front, right, measure where you are today from the six pillars, from the dial perspective, right, create a bunch of action steps, do all the work, execute, execute. And then you know, six months later, take the assessment again and kind of see how the numbers change, and what you're going to find is is that, if you're doing it correctly, you're executing against your plan. Being honest with what you're trying to do right, you will see improvements from the first time you've taken the assessment to the second time you've taken the assessment.
Speaker 1:Yeah, yeah, a hundred percent. So if you're listening to this right now and you go, hey, what's the dial assessment? What are these guys talking about? How do I, how do I do this? Uh, go over to kpreadyco. That's our website. As it turns out, kpreadyco slash dial D, I, a, l and uh, that's where you will find out about the dial assessment and you can even um sign up to take it, so to speak.
Speaker 2:And it's free to take, by the way, um, that is, that is um 100% free and you get, you get. Um you will get the report immediately after you complete the assessment. Um, so, yeah, I encourage anyone that's interested to just to get a idea of where they are.
Speaker 1:Um, there's a free assessment on our website yeah, there you go and obviously you can peruse the whole website. As we've talked about several times, as we're recording this today, we just opened the doors for Catalyst, which is our online community of innovators for the built environment. We're onboarding people. I'm onboarding people every day into Catalyst now and we're headed towards a launch party on July 2nd. If you want to find out more about that, just go straight to kpreadyco right there on the homepage, but you can go there. But if you want to know about dial you want to take the dial assessment go to kpready.
Speaker 1:So k-p-r-e-d-d-y dot c-o, slash dial d-i-a-l. And that's where you can figure out what you need to fix. And then you can figure out, perhaps after talking to Frank or KP or someone else on our team, how to measure it and how to fix it, how to know that you're fixing it. You step on the scale every day. Or you can say, hey, I feel like I'm losing weight, or I feel like I'm gaining weight, but if you don't step on the scale, you probably don't have any idea that was probably not anybody's favorite analogy right there.
Speaker 2:Well, you know it's, it's real. Yeah.
Speaker 1:Yeah, all right.
Speaker 2:Well.
Speaker 1:Frank, thank you for this conversation today. Great to get together and talk about these things, as always you have been listening to Frank Lazzaro.
Speaker 1:He's my friend and colleague here at KP Ready. The designers, the constructors, the developers, the owners and operators, the founders and funders over on the startup side Everybody joining the Catalyst community to move innovation forward here in AEC CRE really for the built environment. So you find out more. Everything that we've talked about that needs a link. We'll have a link in the show notes down below. Thank you for joining us here today, in whatever version. However, you're consuming this. This is KPN Pack. It's the AI in.
Speaker 2:AEC version.
Speaker 1:It's where the biggest ideas in AEC, ai and innovation all collide. Right here in this podcast it's powered by KP ReadyCo we break down the trends, the technology, the discussions and the strategies that are shaping the built environment and beyond. That means where you work, where you play, where you worship, where you eat, where you I don't know what all you do, but all of the things that we talk about impact all of the aspects of everybody's lives. So it's important stuff. We thank you for joining us and we'll be back again next week with another edition of AI in AEC. Thanks, frank, see you again soon. Thank you, everybody else. Thanks for listening. We'll see you again next week. Bye now.