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Developing
Future Capabilities
in Singapore’s
Built Environment
An initiative of
S M A R T E S TAT E S TA L E N T P L AY B O O K
Knowledge partnerIn collaboration with
About this
playbook
This playbook aims to inform and inspire companies across the Built Environment value chain about
the opportunity presented by Smart Estates development under the nationwide Smart Estates
Initiative. More importantly, it seeks to equip companies with the knowledge and awareness of the
capabilities that businesses must develop to take advantage of the industry-wide transformation that
is underway. This playbook is part of the first-of-its-kind Smart Estates Talent Development
Programme (SETDP). Led by SkillsFuture Singapore (SSG) and the Infocomm Media Development
Authority (IMDA), in collaboration with the Building and Construction Authority (BCA), this is a skills
and talent partnership to develop future-ready talent that will build capabilities for estates of the
future.
To achieve this, the playbook presents highlights from a global scan of emerging areas in Smart
Estates development, as well as five future scenarios of Smart Estates which demonstrate how
business, operating, and service models might change across the value chain. These give rise to
new and emerging job roles, which were co-created with firms across the Built Environment value
chain, including architects, developers, technology solution providers, facilities management
companies, consultancy firms, and industry trade associations.
The playbook provides practical information and guidance on specific capabilities and skills which
companies can prioritise in training, expressed as future job roles for Smart Estates, allowing them to
respond to technological advances and pressing business challenges to achieve business success.
3
4
How can I use
this playbook?
Companies across the built environment can use this playbook as a tool to:
• Compare your developments against industry good practices
• Gain awareness of international trends, practices, and emerging technologies for the Built
Environment
• Identify new opportunities and areas for value creation offered by Smart Estates development (e.g.
new business, service, and operating models)
• Understand the capabilities and skills required to develop and operate future job roles in Smart
Estates
• Understand the resources and support that is available to your company to begin building talent
for future Smart Estates
Each future job role includes a set of key tasks and responsibilities that unlock new sources of value
for firms, and offers a glimpse into the competencies required to transition from an existing role.
We trust that the playbook will spark meaningful discussions within your company of how your
workforce can continue to meet future business needs, challenges, improve productivity, perform
higher-value added tasks, and expand existing job scopes.
01 INTRODUCTION TO SMART ESTATES 06
What would a Smart Estate look like in 2025? 08
02 THE SMART ESTATES INITIATIVE 10
Driving Innovation for Smart Estates 12
What are the emerging capabilities of Smart Estates globally? 16
Why should businesses invest in building future capabilities? 20
How will estates evolve in the future? 23
03 FUTURE JOBS AND SKILLS FOR SMART ESTATES 46
What future job roles should businesses invest in? 48
04 NEXT STEPS 68
How can businesses take advantage of this talent initiative? 70
05 APPENDIX 72
References 74
Supporting Organisations 75
CONTENTS
5
Introduction to
Smart Estates
Image credit: ake1150sb via iStock
The year
is 2025.
Walter, aged 36, is the office manager of Asia’s latest unicorn start-up, whose
headquarters are situated at Singapore’s newest Smart Estate.
It’s Monday morning and he makes an early start through the park connector, and
stores his bicycle at his office building. He spots an autonomous cleaning robot
drying up a spilled drink on the floor, and remembers his request the day before to
the estate manager to approve the renovation contractor for his office remodeling.
He checks on the estate mobile application and notices that he had already
received a notification informing him that his request has been approved. Walter is
pleased with how seamless the automated process has been, which would allow
his new staff to settle into the office space as quickly as possible. He recalls how his
lease was also able to accommodate his needs for flexible contractual terms, and
feels delighted with the efficiency of his estate manager.
Since the application is open, he checks on his firm’s energy usage that month, and
accepts the system’s advice to optimise the temperature and lighting settings of the
office, so as to help his team become more productive while reducing costs at the
same time.
8
9
When he steps out of the lift at his floor, he is greeted by a friendly technician who is
replacing the corridor lights. The technician shares that the lighting will soon start to
flicker, as informed by his Building Information System that receives live data on all
tagged assets across the eight buildings in the Smart Estate.
Stepping into the office, Walter’s first appointment is a coffee chat with a potential
business he was match-made with through the estate application, whose office is in
the same building. Our collaboration is going to be much smoother because we’ll
be able to catch up so easily, he tells himself.
This is the start of a great day.
The experience in tomorrow’s Smart Estates embodies Singapore’s Smart Nation
goals to improve working, living, and playing, enabled by technologies.
The Smart
Estates Initiative
Image credit: Kenneth Cheong via iStock
As part of Singapore’s Digital Economy efforts, IMDA has been working with
property developers, technology and solution providers, and Built Environment
service providers to co-develop and test innovative urban solutions to achieve
greater effectiveness and efficiency in designing and managing Smart Estates. To
do so, IMDA has launched the Smart Estates Initiative, focusing on three
strategies:
1. Forming strategic public-private partnerships to strengthen the Smart Estates
ecosystem by developing new technology capabilities
2. Building innovative technologies and identifying market opportunities to deploy
and scale Smart Urban solutions locally and overseas
3. Developing Smart Estates talent and driving thought leadership to enable the
effective use of digital technologies and solutions throughout the Smart Estates
lifecycle
Driving Innovation
for Smart Estates
12
13
Equipping talent with new skills and competencies that enable the effective use of digital technologies and solutions
throughout the Smart Estate lifecycle is vital to facilitating the development of future estates. This means that
companies need to plan ahead, grow their future pipeline, and invest in new capabilities and skills. A recent study
across global lead firms have also shown that it can cost as much as six times more to hire from the outside
than to build from within. Therefore, the government is working with industry stakeholders to co-create a new
talent development programme to support forward-looking companies as they kickstart this journey.
Strengthening business
partnerships and the
ecosystem
Building technology
and innovation
capabilities
Developing talent in Smart
Estates and driving
thought leadership
The Smart Estates Talent Development Programme (SETDP) is a strategic initiative
introduced by SSG and IMDA, in collaboration with BCA, to envision the future jobs,
skills and competencies, and the talent pipeline needed to support the Smart Estates
ecosystem of tomorrow. It builds on the different Skills Frameworks, including the Skills
Framework for Built Environment, to assemble the various jobs, skills and competencies
required of future job roles for Smart Estates.
Through a six-stage approach, the talent and skills initiative will bring in industry demand
drivers to scan future jobs, develop an integrated Smart Estates training curriculum,
carry out the training and measure the impact. The curriculum will leverage integrated
work and study training formats which combine classroom training, blended learning,
on-the-job training, and mentorship to support upcoming development projects locally
and internationally.
14
1
Design and develop work-study
curriculum for key job roles addressing
competency gaps to support smart
estates development projects
SETDP
APPROACH
Share research findings with
pilot enterprises and scope
new capabilities and skills for
Smart Estates
Conduct global research and
benchmarking to identify
future jobs, technologies, and
innovations
Build talent pipeline
through scale-up with
more enterprises
Validate curriculum and
roll-out innovation-led
pilot training
2
3
4
6
5
Collect performance
data and measure ROI
15
Design and develop innovative training
curriculum for key job roles addressing
competency gaps to support smart
estates development projects
Collect performance
data and measure
Return on Training
Investment
SMART ESTATES
TALENT
DEVELOPMENT
PROGRAMME
(SETDP)
Share research findings with pilot
enterprises and scope new
capabilities and skills for Smart
Estates in this playbook
What are the emerging
capabilities of Smart
Estates globally?
USD 43.5 billion will be invested in developing smart cities across Asia-Pacific ex-Japan by 2021. Smart Estates help scale
up smart building technologies, to eventually give rise to smart cities that are more responsive, sustainable, inclusive, and
liveable.
As the economy shifts from traditional industry silos to integrated digital ecosystems, businesses will thrive if they focus
relentlessly on being able to continuously create new value, incorporate the principles of Services 4.01, which envisions
services to be end-to-end, frictionless, empathetic and being able to anticipate customer’s needs, and build on digital
economies of scale. With the popularisation of deep technologies such as Artificial Intelligence (AI), Internet of Things (IoT)
devices, Immersive Media (AR/VR), and cloud-based technologies, players in Built Environment – developers, architecture
and planning firms, construction firms, equipment and technology suppliers, estate management companies as well as their
security, cleaning, and maintenance partners – will see the entire Built Environment value chain transformed as firms invest in
new capabilities.
The incidence of estates embracing smart technologies is relatively nascent, compared to the well-developed spaces of
smart buildings and smart cities. This section therefore presents an international scan of innovative methods and emerging
technologies that may be relevant to Smart Estates, to inspire firms across the Built Environment on how smart building and
management technologies might be applied and integrated at the estate level.
16
17
How might we able to fully integrate
multi-stakeholder groups in the design,
project, and construction planning of
multiple buildings within an estate?
ARUP and PDC Group collaborated in the construction of
the 60,000 seat Optus Stadium in Perth, utilising a BIM-
based engineering strategy which aims to achieve greater
project planning foresight and better stakeholder co-
ordination to optimise resource and manpower allocation for
complex projects.
Their strategy employed computational design, model
sharing and feedback capabilities, as well as digital model
validation software which automatically integrates into the
design process using Tekla software solutions. The digital
model validation tools achieved 50 percent savings on
checking and rework engineering design time, completing
the full stadium three weeks early.
Stadium model on Tekla software
(Image credit: Tekla BIM Awards)
Aerial view of completed Optus
Stadium, Perth
(Image credit: Tekla BIM Awards)
Seven professorships from ETH Zurich, under the umbrella of
NCCR Digital Fabrication, and various industry partners
collaborated to integrate a combination of digital construction
technologies for smarter, material-efficient buildings,
prototyped in the DFAB House.
This included a context-aware mobile on-site construction
robot with autonomous repositioning and localisation
capabilities; a Smart Dynamic Casting (SDC) to mold complex
concrete structures using a single moving formwork; planning
software to embed fabrication parameters, optimise design,
detailing, and cost control; and computational design and 3D
printing software for just-in-time prefabrication and production.
In situ Fabricator constructing 3D mesh
structure for formwork and reinforcement
(Copyright Roman Keller / NCCR Digital Fabrication)
Completed DFAB HOUSE, featuring a lightweight
translucent façade with thermal insulation properties
(Copyright Roman Keller / NCCR Digital Fabrication)
18
How can complex estate designs be
realised safely, efficiently, and
sustainably with innovative
construction technologies?
19
While it may traditionally take one to two weeks to plan
and approve inter-tenancy stairs between two floors,
this can now be reduced to five minutes, significantly
speeding up the time taken to introduce building
changes.
Maintenance requests are also processed more
seamlessly compared to when building managers
had to manually retrieve asset records and warranties.
Investa and Willow collaborated to use Digital Twin Technology which
involved Spatial Intelligence Graphing, using spatial, live, and static data to
model relationships of people, places, and devices. This greatly helps to
optimise space utilisation, improve occupant experience, and increase
productivity.
Illustration of building model (Image credit: Canam Group Inc.)
How can digital technologies help in
automating Estate Management?
(Image credit: Theerapong28 via iStock)
New technologies, business, service, and operating models will transform the Built
Environment value chain for Smart Estates, and businesses have an unparalleled
opportunity to take advantage of productivity boosts and costs savings.
The case for investing in future Smart Estate capabilities is strengthened even further
when we consider the various challenges that businesses are facing today, such as:
• Higher expectations driving project complexity as customers grow in
sophistication
• Rising competition and the need for novel and innovative value
propositions to enhance business' market position
• New technology applications disrupting business-as-usual in the Built
Environment
• Stringent requirements in regulatory and standards requirements
• Stakeholder demands for sustainability impact
• More frequent changes developer asset portfolios
Why should businesses
invest in building
future capabilities?
20
To attend to these disruptions, businesses need to rapidly adapt and explore the
potential of emergent technologies such as sensor networks, building analytics,
modelling, simulations, virtual collaboration platforms, and robotics, as they may
apply to the Smart Estates of tomorrow.
At the same time, technology investments only translate into core capabilities
when companies also plan for breakthrough operating, service, and business
models. These demand new skills that will be required of present and incoming
talent, which inform changes to job roles as we know them today.
Investing in human capital will help attract and retain talent in the Built
Environment sector, develop specialised job pathways, and improve lifelong
productivity.
21
22
D R A F T
How will estates
evolve in the
future?
In order to systematically understand what capabilities will be required to drive the
evolution of Smart Estates, the study started with an initial scan of sociocultural and
economic trends, international case studies, emerging technology drivers, as well as
contextualisation to different Smart Estate typologies.
We created five Smart Estate scenarios in Singapore, from different combinations of the
macro-trends and drivers across the Built Environment value chain. This process allows
us to peer into various future aspects of Smart Estates, taking into account the different
needs of stakeholder groups involved across the Built Environment value chain, drivers of
value, and business outcomes. Scenario planning further helps us uncover a range of
future Smart Estate capabilities to develop, which were then validated with industry.
23
SCENARIO 3:
INTEGRATED
CONSTRUCTION
VALUE
CHAINS
SCENARIO 4:
LIVING LABS
TO MAXIMISE
ESTATE
VALUE
SOCIOCULTURAL &
ECONOMIC TRENDS
• Demographic projections
• Emerging consumer demands
• New models of business and
service delivery
• Policy/regulatory shifts
• Sociocultural behaviors
• Pioneering and innovative
examples of smart services,
products, buildings, districts,
cities, innovations to surface
core principles which could
inspire future Smart Estates
INTERNATIONAL
CASE STUDIES
TECHNOLOGY
DEVELOPMENT
• Technology enablers which
may drive Smart Estates
management including their
level of maturity, key success
factors, and resource
requirements to implement
SMART ESTATE
TYPOLOGIES
• Education
• Sports
• Residence
• Commerce
• Business
• Industry
• Centralised over-the-air software
updates in Tesla products
• Customer-centric experience
design at Disneyland
• Transformative retail concepts at
Amazon Go
• Manufacturing and combinatorial
technology at Voodoo
• Contact-free patient monitoring
systems at EarlySense
• Citizens’ data security concerns
about Sidewalk Labs
• E-concierge guest service robots at
Yotel
• Use of beacon technology at Hong
Kong International Airport
• Smart campuses such as Global
Indian International School in
Singapore and Pune, Curtin
University, Manchester Metropolitan
University
• Sports complexes such as Optus
Stadium and Anoeta Stadium
• Smart residential estates such as
Amber Park and JadeScape
• Smart retail malls such as Wanda
Group’s mall complexes and
Westfield London
• Smart industrial or business parks
such as China Fortune Smart
Industrial Park, Songdo
International Business District,
Greenpark in Finland
• Aggregated “super” applications
• Artificial Intelligence
• Automation
• Big Data
• Cloud Computing
• Edge Computing
• Predictive Analytics
• 5G networks
• Internet-of-Things
• Digital Twin Technology
• Quantum Computers
• Advanced Robotics and Drones
• Additive Manufacturing
• Augmented and Virtual Reality
• Autonomous Vehicles
• Blockchain Technology
• Digital Biology
• 4D modeling software
• Smaller and affordable homes for
millennials
• Omni-channel retailing
• Experience economy
• User-centric design and design thinking
• Dependence on mobile devices
• Crowdsourcing
• Multi-modal transportation options
• Shared Economy
• Data security and privacy concerns
• Ageing population
• Customised and personalised products
and services
• Multi-generational housing
• Ministry of Ageing formed to target
manpower and healthcare
• Trade wars
• Rise of China
SCENARIO 1:
DIGITALLY-
ENHANCED
EXPERIENTIAL
SPACES
SCENARIO 2:
VIRTUOUS
FEEDBACK LOOPS
FOR INTELLIGENT
ESTATE DESIGN
SCENARIO 5:
DYNAMIC
HYPER-CONNECTED
FACILITIES
MANAGEMENT
24
25
SCENARIO 1:
DIGITALLY-ENHANCED
EXPERIENTIAL SPACES
Image credit: tang90246 via iStock
2. HYPER-CONNECTED TRIBES
With the rise of remote work and co-living, individuals from different cultures
cross paths with increasing frequency. Smart Estates can virtual
destinations for digital natives to plug into and learn about communities
aligned with their personal interests and professional needs.
Digital Community Management allows Smart Estates to tap on this trend
by using intimate knowledge of the estate community to craft customised
experiences for users: Organising social events, networking opportunities,
craft workshops, or even wine-tasting sessions, enabling the seamless
integration of living, working, and playing. An estate positioned as a
dynamic community raises the project value beyond its buildings and
hardware assets.
1. TRANSFORMATIVE AND CURATED
ESTATE CONCEPTS
To design unique value propositions for Smart Estates, a developer
scouts for emerging market and consumer trends. These are sources
of inspiration for fresh estate concepts that are deeply immersive and
curated for estate users, creating transformative and memorable
experiences and infusing user experience design from the start.
We see a ‘retail wonderland’ where shoppers explore novel
storefronts equipped with eye tracking software that detects a
shopper’s interest in a luxury leather handbag. A hologram
automatically appears, showcasing the leather bag making process
in France, while promoting a targeted marketing message to her.
After purchasing the item through the seamless online platform, it is
delivered straight to her home, customised to her favorite color and
accessories.
Investing in Estate Proposition Design to create novel concepts such
as integrated omni-channel shopping experiences immerses
shoppers beyond even what leading brands such as Nike or
Nordstrom are doing globally today.
What new real estate concepts can we create based on
market and consumer trends and new technologies?
26
3. DESIGNING FOR DATA INSIGHTS
User insights from sensors and beacon technology can then
be analysed alongside data on user profiles and purchasing
history. Digital Leasing Management takes on a data-driven
approach to curate a collection of tenants who would best
meet shoppers’ needs across different retail settings, or
companies who would enhance the commercial tenant
portfolio in a business park.
Users are connected to the active network, which constantly
uploads data to inform AI systems of their locations. New
York-based real estate crowdsourcing startup Space Jam
Data is currently exploring the use of consumer and visitor
activity data to gain retail insights; a concept which can be
re-contextualised to the estate context.
Can data-driven leasing, marketing activities and
strategies help maximise the value of Smart Estates?
27
HOW WILL THESE TRENDS
AFFECT MY BUSINESS?
The creation of meaningful experiences will be a key success metric
for the Smart Estates of the future. Businesses can play a role in
putting forward the enabling technology, business, and service
models and gain value from:
Experiences will be the currency of the future and greater
efforts will have to be invested to differentiate oneself from
competitors. As consumers have access to greater
personalisation services, the same expectations will be
placed on the Built Environment. To take advantage of this
shift, businesses can take the lead to build these new
capabilities:
• Events Management
• Community Engagement
• Data Analytics
• Cross-functional Facilities Management Knowledge
• Concept Planning
• Curation
• Demand Forecasting
WHAT ARE THE FUTURE
SKILLS TO DEVELOP?
Better Design Decisions by designing transformative
user experiences in estates, putting forward innovative
retail concepts. This strengthens brand identity and
market position.
Space Maximisation driven by data and digital tools
allows under-utilised and high potential spaces to be
identified, which can translate into additional revenue
generation opportunities.
Enhanced User Experience through deep integration
between the physical and digital worlds create
meaningful, personalised, and memorable experiences.
Novelty and user satisfaction will drive footfall, revenues,
and tenant retention.
Optimisation creates value for businesses as operational
inefficiencies and wastage are removed through
improved processes and the strategic deployment of
technology solutions. Lower maintenance requirements
generate cost savings in terms of manpower and
materials.
28
SCENARIO 2:
VIRTUOUS FEEDBACK
LOOPS FOR INTELLIGENT
ESTATE DESIGN
Image credit: Chaay_Tee via iStock
1. FULL INTEGRATION OF VIRTUAL WORKFLOWS
Previously, BIM was only used until the asset handover stage. Moving
forward, Smart Project Management utilizes the full potential of BIM,
unleashing the collaboration, project management, procurement, and
order fulfilment capabilities of the platform to form a deeply-integrated
value chain across all Built Environment stakeholders. Model-based
construction software enabling integrated workflows is already being
developed by companies such as Finnish software firm Tekla.
With enhanced Artificial Intelligence capabilities, Smart Project Managers
are now able to learn and better predict bottlenecks relating to human
performance. Automated triggers are built into workflows to provide
remedial action as potential delays due to vendors’ inefficiencies are
preemptively identified.
2. SERVICE INTEGRATION AND MANAGEMENT
With a redesigned workflow, the Smart Estate Manager
manages a shared scoreboard amongst vendors across
maintenance, cleaning, lifts, renovation, and security, to
incentivise a collaborative culture to manage the estate
effectively.
New management models for Smart Estates see tenant
satisfaction levels increase and relationships with vendors
improve, in addition to reducing errors and delays in service
delivery.
30
3. DYNAMIC VIRTUOUS FEEDBACK LOOP WITH
DIGITAL TWIN
Designed with Smart Estate principles in mind, Smart Estate
Solution Architecture enables Smart Estates to collect live data
with Internet-of-Things (IoT) sensors built into all assets. These
sensors feed into the estate’s digital twin model, generating
insights on maintenance issues, space utilisation patterns, and
simulations to forecast building performance. Such integration
is beginning to increase in adoption through platforms such as
digital design and construction company Willow’s software,
which performs data integration, management, and analysis.
Digital Architecture, which utilises dynamic geospatial
intelligence of the surrounding estate environment, generates
models of traffic flows and activity patterns in different parts of
the estate. This allows Digital Architects to make design
decisions which are informed by the interaction of key
parameters. Design scripting, supported by Artificial
Intelligence applications, help achieve design breakthroughs.
Collected data can also be integrated with other buildings in
the estate of the future, where Artificial Intelligence is applied to
improve on subsequent designs to better suit clients’ needs,
maximising space while not compromising the user
experience. The combined power of sensor integration and
analytics will optimise building operations beyond the current
capabilities of Digital Twin technology.
• What software and hardware solutions can we develop to
address design challenges and improve workflows?
• How can we design estates which are novel, cost-effective, and
create compelling physical and digital experiences?
31
Virtual collaboration and workflow integration will be key
characteristics of the building and operations of future Smart
Estates. These shifts will see businesses benefiting from:
Businesses must adapt to the increasing virtualisation of
workflows and processes to stay ahead of the curve. This
requires greater investment in capabilities such as:
• Digital Twins
• Geographic Information Systems
• Parametric Modelling
• Computational Design
• Simulation Modelling
• Algorithm Building
• Building Information Modeling (BIM)
• Artificial Intelligence
• Design Scripting
WHAT ARE THE FUTURE
SKILLS TO DEVELOP?
Better Design Decisions from virtuous feedback loops
enabled by Digital Twins will inform design parameters
and considerations that are more aligned with user
needs. In addition to leveraging computational design,
businesses can achieve design breakthroughs which
create higher value for all stakeholders.
Space Maximisation achieved through continuous data
collection and analysis using Artificial Intelligence
applications will also surface opportunities for additional
revenue generation, such as by using underutilised
spaces for activities and programming.
Automated Management Processes allow businesses to
enjoy time and manpower savings, while also allowing
talent to transition into more productive and value adding
roles as they grow their careers.
Optimisation of workflows will bring cost savings to
businesses as error are minimised, risk is better managed,
and open collaboration and communication on integrated
digital platforms supports timely project delivery.
HOW WILL THESE TRENDS
AFFECT MY BUSINESS?
32
SCENARIO 3:
INTEGRATED CONSTRUCTION
VALUE CHAINS
Image credit: gorodenkoff via iStock
1. BESPOKE FACILIITES TO MEET
COMPLEX USER NEEDS
An elderly resident with Alzheimer’s disease
occasionally leaves the stove turned on or
forgets to switch off her TV. Thankfully, her
smart home has been designed with Digital
Architecture capabilities, which have considered
how her home environment might utilize IoT
sensors to trigger automatic follow-up actions
when there is an abnormal use of home
appliance. This is similar to the alerts triggered
by Evermind or QuietCare sensors, which track
daily routines and inform loved ones of unusual
user behavior to watch out for, and will be a
design consideration of increasing importance
to cater to the needs of the growing elderly
population in Singapore.
Another wheelchair-bound resident from the
floor above had his home built with wheelchair
accessibility in mind. This is an example of
homes that are now enabled by digital
construction technologies, mass-customised
home furnishings, and visualised with
immersive, rapidly-rendered 3D modelling.
2. VIRTUAL AND AUGMENTED REALITY-BASED TROUBLESHOOTING
On-site construction workers improve productivity by using VR/AR goggles to visualise the
exact site fittings according to the visual model designed. With 5G connectivity, construction
teams can receive live remote guidance for immediate support and resolution of any
construction and technical issues from the Smart Project Manager or other technical
specialists. This allows them to minimise mistakes and avoid costly rework, while seamlessly
integrating the phases of building construction and maintenance. India-based Larsen &
Toubro uses VR technology to train their workers to create virtual reproductions of real-life
scenarios, increasing safety awareness by 90 percent and improving the accessibility of
training seven-fold.
34
Assembly with Augmented Reality (Image credit: BRICKxAR)
3. DRONES FOR INSPECTION AND MANAGEMENT
Smart Project Management heavily leverages on drone
deployment to collect real-time data, especially in inaccessible
sites, track the progress of the construction process, and
performs safety monitoring tasks across several large-scale
projects which are ongoing within the estate. Construction
teams are now equipped with high-resolution images and site
maps of the full estate premises to instantly deliver updates to
all project stakeholders.
Transparent communication, enabled by drone utilisation and
operation, improves collaboration and saves valuable project
resources. A two to three-week process can be cut down to
one to four days, ensuring timely and efficient project delivery.
How can we manage the complex collaboration
process between multiple stakeholders for
successful integrated delivery?
35
Integrated construction processes leveraging virtual collaboration
tools and remote-monitoring technology will fundamentally change
how estates are constructed. Businesses can derive great value
from this shift with:
Technology disruptions and expanding business
portfolios are an opportunity for businesses to
differentiate themselves and meet client and user needs
creatively. Future Smart Estates will require businesses
to have these capabilities:
• 3D Modelling
• Simulation Modelling
• User-Centric Design
• Digital Tools for Project Management
• Machine Vision
• Video Analytics
• Data Analytics and Diagnostic
• Systems Integration
Mass Customisation offers businesses an opportunity to
command a premium in their brand and service offerings, by
tailoring solutions to meet the unique requirements of different
clients. Current technology significantly reduces the cost of
customisation, creating a strong business case for its use.
Optimisation ensures that businesses minimise wastage from
delays or process inefficiencies, and benefit from increased
productivity. The use of technology tools reduces
inefficiencies across multi-stakeholder workflows, and
removes additional time costs and potential penalties due to
untimely project delivery.
Better Design Decisions which are aligned with user needs,
and create integrated physical and digital experiences, will
see increased demand from buyers. This improves asset
quality and therefore asset market value.
WHAT ARE THE FUTURE
SKILLS TO DEVELOP?
HOW WILL THESE TRENDS
AFFECT MY BUSINESS?
36
SCENARIO 4:
LIVING LABS FOR MAXIMISED
ESTATE VALUE
Image credit: sinology via iStock
DIGITAL NATIVE
USERS
Users are digitally
immersed, their
lifestyles and social
profiles exist on both
physical and digital
platforms.
1. NEW JOURNEYS TO WORK
To identify opportunities to enhance estate value,
Digital Asset Strategy will involve understanding
emerging trends such as the rise of multi-modal
transport journeys that could present an
additional revenue stream for the Smart Estate.
For example, shared spaces are designed where
bicycle-sharing riders can park their vehicles,
informed by optimised routes from their homes
into vacant parking spaces within the business
park, which has dynamically reconfigurable
parking lines to maximise lot sizes – bringing a
potential commercial application for the Smart
Highways and dynamic lanes as introduced by
Heijmans Infrastructure and Studio Roosegaarde
in the Netherlands.
The Smart Estate Manager utilises user activity
generated from mobile data to inform
infrastructure installation sites such as charging
and docking points for EVs, to support a more
sustainable lifestyle for users.
2. CENTRALISED SOFTWARE UPGRADES
In executing the Digital Asset Strategy, Smart Estate Solution
Architecture capabilities would come in to develop and
facilitate the adoption of various technologies such as IoT
sensors, which have software upgrades that conveniently
update centrally and automatically, as inspired by Tesla’s
centralised wireless upgrading system for its cars and
vehicles. Residential or commercial estate users pay a
premium to access these benefits which value-add to their
homes and office spaces, without having to worry about the
technologies going obsolete. This greatly enhances the
occupant experience of the estate.
How can we leverage data across the Built Environment
value chain, to optimise the positioning and value of
estates?
38
3. EXPERIMENTAL SPACES
Bridging between online and physical communities, Digital Community
Management now utilises crowdsourced indoor positioning data in a
business or science park at different hours of the day to highlight public
events and other users available for collaborative discussions or
meetings in under-utilised spaces around the property. This further
strengthens the sense of place within the estate. The under-utilised
spaces may also be transformed into testbeds in retail environments to
help entrepreneurs obtain feedback on their prototypes or newly-
launched products, and keeping the retail mix diverse, exciting, and
refreshing. Pop-up space ‘The Edit’ is already beginning to offer such a
space for e-commerce startups in malls in the United States.
4. EXPERIENCE-ORIENTED DIGITAL DESIGN
Augmented reality powers rich learning and leisure experiences
tailored to the multitude of estate users’ interests. The Digital
Asset Strategist proposes a greater emphasis on digital
placemaking to increase footfall in the estate, informed by an
analysis of the estate user demographics. In seconds, a student
or frequent commuter creates incidental moments of learning
based on the natural and Built Environment. Placemaking
activities include the combination of heritage and digital
technologies to enhance user experiences, much like mobile
application design firm Calvium’s Battersea Power Station
Heritage Trail guide, which bridges between the physical and
digital realms.
39
How can we improve the estate experience to better engage and
innovatively fulfill the needs of the community?
Digital immersion and connectivity are at the core of the Smart
Estates of the future. Businesses have a tremendous opportunity to
take advantage of these trends, which can add value through:
Businesses today are already experiencing a shift in
customer expectations and increased competition,
which demands rapid innovation to bring novel and
value-adding products and services to the market. To
succeed, businesses should invest in growing their
capabilities in:
• Digital Scanning
• 3D Modelling
• Digital Platforms and Technology Knowledge
• Heritage and Historical Knowledge
• Events Planning
• User-Centric Design
• Data Visualisation
• UX Interfacing
Space Maximisation by activating spaces using digital tools
and creative programming allows paves the way towards
additional revenue streams.
Optimisation using data sources and artificial intelligence
tools can bring costs down by intelligently managing
business resources such as manpower, time, and energy.
Enhanced User Experiences can be achieved through digital
and physical integration. The increased memorability of
spaces and level of user satisfaction through better
designed spaces enhances brand and price premium, while
achieving greater differentiation.
WHAT ARE THE FUTURE
SKILLS TO DEVELOP?
HOW WILL THESE TRENDS
AFFECT MY BUSINESS?
40
SCENARIO 5:
DYNAMIC & HYPER-CONNECTED
FACILITIES MANAGEMENT
Image credit: metamorworks via iStock
1. REMOTE MONITORING AND CENTRALISED DEPLOYMENT
Instead of managing estates individually, Smart Estate Management
centralizes management capabilities at command centres where remote
monitoring can take place and support can be deployed by-exception.
Alerts are triggered due to loitering or sudden movements picked up by
the machine vision system on premise, and security personnel is
deployed on-site to address the threat. Autonomous cleaning robots and
vehicles are systematically deployed once an incident is detected. Chye
Thiam Maintenance has operationalised such as model using live video
feeds at their command centre to augment static patrolling schedules
and control monitoring costs. Applied across the Smart Estate, this
model generates economies of scale as multiple properties leverage the
analytical capabilities of a single centralised management facility.
2. JOB INTEGRATION
As the use of autonomous technology proliferates to respond to
manpower constraints, Smart Estate Management now involves
the deployment of cleaning supervisors who have developed an
understanding of how to perform basic technical troubleshooting
for autonomous cleaning robot malfunctions. Concurrently, the
security personnel’s routine tasks expand to include building
inspection, basic maintenance and fixes, and data analytics for
incident reporting. This approach is already being explored at
Certis in their Security+ offering, which combines security with
facilities management, customer service, and technology-driven
solutions.
42
3. INPUTS TO OUTCOMES AND PERFORMANCE-
BASED CONTRACTS
Automation and technology innovation allows estate service
providers to adopt outcomes-based and performance-based
contracts, which are seamlessly managed on digital platforms for
multiple properties by the Smart Estate Manager. Firms are now
able to invest in technologies such as video analytics and machine
vision to maximise user satisfaction with a reduced headcount.
Robotic cleaners, accompanied by human supervisors who
monitor the robots and perform finishing touches, ensure higher
manpower productivity at lower long-term costs.
4. PREDICTIVE ANALYTICS
Estates are equipped with predictive analytics capabilities to support decision-
making, so as to more effectively allocate estate resources. Toilets are
thoughtfully-designed for efficient cleaning, and equipped with IoT sensors to
track the usage of supplies, water, waste, and user satisfaction. These in turn
inform on the effectiveness of estate-wide sustainability strategies, as part of
Smart Sustainability Management.
Security staff and analysts at the central command center combine video
analytics, machine vision, and behavioral analysis techniques to identify
suspicious behavior on the physical estate premises as well as online data
platforms. Logs of usual and abnormal behavior are analysed to proactively
identify cyber-physical system vulnerabilities and analyse potential breaches.
Smart Command system for water use monitoring
(Image credit: Caroma Industries)
Autonomous
cleaning robots
deployed in
Singapore
• Which new estate management models can support the operations of
responsive and dynamic Smart Estates?
• How can we enhance the sustainability of our estate operations?
43
Smart Estates present an exciting opportunity for businesses to
explore and enhance business and operating models, such as the
centralised deployment of cyber-physical security or use of full
autonomous robots, which are no longer a distant reality. This can
bring some of the following benefits to businesses:
As these future trends collide with present business
challenges, such as rising customer expectations and a
growing asset portfolio, businesses will succeed by
investing in building the following capabilities early on:
• Basic Robotics Operations
• Data & Statistical Analytics
• Security & Risk Management
• Systems Integration
• Robot Programming
• Machine Learning
• Algorithm Development
• Systems Integration
• Digital Twinning
• Asset Condition Monitoring
• IoT Integration and Installation
• Sensor Interfacing
WHAT ARE THE FUTURE
SKILLS TO DEVELOP?
Outcomes-based Contracts spur R&D investments to
innovate and improve service delivery, which can increase
client satisfaction and retention whilst reducing operating
costs.
Automated Management Processes can bring productivity
increases as automated processes efficiently clear
administrative matters.
Robotisation enables businesses to reduce operating costs
and increase productivity at scale, creating an opportunity
to upskill other staff into higher value-adding activities.
Job Integration promises staff satisfaction and career
growth for current staff members, while the synergies
derived from combined business functions under reduced
headcount keeps operating costs in check.
HOW WILL THESE TRENDS
AFFECT MY BUSINESS?
44
Image credit: metamorworks via iStock
Future Jobs
and Skills for
Smart Estates
Image credit: metamorworks via iStock
ESTATE
PROPOSITION
DESIGNER
Creates innovative real
estate concepts and
value propositions for
future developments
DIGITAL
DESIGNER
Designs Smart Estate
buildings with virtual
modelling and integrates
design with the
construction stage,
ensuring its delivery
success
SMART ESTATE
SOLUTION
ARCHITECT
Manages technical
teams and the end-to-
end lifecycle of technical
solutions to facilitate
dynamic estate
operations
DESIGN & DEVELOPMENT
The Estate Proposition Designer’s
value proposition is built upon by
the Digital Designer to co-create
innovative building designs for
Smart Estates with clients
The Digital Designer develops
conceptual designs and identifies
technical needs, which form the
solution parameters the Smart Estate
Solution Architect to design around
SMART PROJECT
MANAGER
Oversees the execution
and implementation of
Smart Estate projects
CONSTRUCTION
What future job
roles should
businesses invest in?
The Smart Project Manager, engages
with the Digital Designer and the Smart
Estate Solution Architect throughout the
Integrated Digital Delivery (IDD) process
This section demonstrates an initial set of emerging job
roles that firms can use as a reference to support their
Smart Estates talent needs. As the respective
government agencies continue to work with more
industry and best-in-class players, it will be an ongoing
process to grow and refine this base of job roles and
skills insights.
48
DIGITAL LEASING
MANAGER
Manages the automated
leasing process, and
leverages data and
analytics to create
customised tenant
portfolios.
OPERATIONS & SMART FACILITIES MANAGEMENT
DIGITAL
COMMUNITY
MANAGER
Implements multi-
channel placemaking
initiatives for tenants and
occupants to maximise
engagement and
satisfaction
The Smart Sustainability Manager works closely
with the Smart Estate Manager in a consistent
feedback loop to identify opportunities to improve
building operations, introduce digital tools, and
increase the efficiency of Smart Estate operations
The Digital Community Manager uses their intimate
knowledge of the estate community to provide
inputs for the Digital Leasing Manager to develop a
customised tenant mix and promotional strategy
DIGITAL ASSET
STRATEGIST
Utilises digital tools to
analyse data and develop
a comprehensive strategy
which maximises estate
value and informs
investment decisions
Throughout the Smart Estate
lifecycle, the operations and
maintenance stakeholders
continuously engage with the
Digital Asset Strategist to
collaboratively develop asset
enhancement strategies
SMART ESTATE
MANAGER
SMART
SUSTAINABILITY
MANAGER
Develops data-
driven sustainability initiatives
to enhance building efficiency
and actively shift
stakeholders' behaviors
and mindsets
Manages multiple property
types, optimising facility
operations and workflows
using live building
information
The Smart Project
Manager hands over
relevant digital models
and files to the Smart
Estate Manager to use
for estate operations
and maintenance
49
The Estate Proposition
Designer creates innovative
real estate concepts and
value propositions for future
developments.
KEY RESPONSIBILITIES
• Integrate real estate domain knowledge with Smart Estate
principles (e.g. IoT sensors to improve responsiveness of estate, rising
consumer interest in local brands/social enterprises affecting
investments)
• Use technology for Built Environment and consumer trends to
innovate around property development concepts (e.g. Experiential
retail at Funan, millennial co-living at Lyf)
• Apply experience design principles for the Built Environment to plan
transformational estate experience for tenants and occupants
• Support new value proposition design and fresh property
development concepts with a compelling business case and financing
model
50
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
ASSET MANAGER
Monitors property
performance and develops
initiatives to maximise
property revenue, with a
focus on financial
performance
• Data & Statistical
Analytics (Diagnostic)
• Marketing Strategy
• Integrated Marketing
User Experience Design
• Design Thinking Practice
• Transdisciplinary Thinking
• Teamwork
• Self-motivation
• Trend Forecasting
• Emerging Technology
Synthesis
• Business Opportunities
Development
• Market Research
• Financial Analysis
• Project Management
• Business Proposal Writing
• Business Presentation
Delivery
• Data Analysis and
Interpretation
• Creative Thinking
• Communication
• Traditional Marketing
Strategies
C U R R E N T F U T U R E
KEY COMPETENCIES
The Estate Proposition Designer is a role that current Business
Development Executives have the foundational skillsets to pursue
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
51
KEY RESPONSIBILITIES
• Integrate architectural domain knowledge with Smart Estate principles
(e.g. IoT sensors to improve responsiveness of estate, building design
to allow estate to enhance its dynamism)
• Use Computational Design to incorporate multiple design factors and
considerations from stakeholders for Integrated Digital Delivery (IDD),
including running simulations and responsive virtual models, analyzing
data, and optimising resources
• Use scripting and Artificial Intelligence to achieve greater design
outcomes such as sophisticated geometry and biomimetic design
• Apply experience design principles early on in designing the buildings
to plan transformational physical and digital estate experiences for
users
• Support integration of design into the construction stage to prevent
additional rework
• Enhance creativity of design offerings by driving collaborations with
experts across disciplines (e.g. social anthropologist to improve office
building design based on human interaction patterns)
The Digital Designer creates
Smart Estate buildings with
virtual modelling and
integrates design with
construction stage, ensuring
its delivery success.
52
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
BIM DESIGNER
Uses Building Information
Modelling (BIM) software to
prepare 3D architectural,
structural, or shop
drawings for construction
• Digital Experience
Design Principles
• Project Management
• Integrated Digital
Delivery (IDD)
• Computational Design
• Scripting
• Artificial Intelligence
Application
• Data Analytics
• Simulation Design &
Visualisation
• BIM Application
(Advanced 4D)
• Creative Storytelling
• Communication
• Transdisciplinary
Thinking
• Sense-Making
• Virtual
Collaboration
• Physical Experience
Design Principles
• Conceptual and Schematic
Design Development
• Construction Documentation
• Design Proposal Writing,
Development & Presentation
• Design Standards &
Specification
• Feasibility Assessment
• Risk Management
• 3D/Computer Aided Design
(CAD) Application
• BIM Application (Basic)
• Stakeholder Management
• Conceptual Thinking
• Creative Thinking
C U R R E N T F U T U R E
KEY COMPETENCIES
The Digital Designer role is a potential career development pathway for
current Architectural Assistants and Urban Designers to consider
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
• 2D Design
• Traditional Drafting &
Design Specifications
53
KEY RESPONSIBILITIES
• Design complex, customised, integrated software and hardware
solution specific to address Built Environment challenges and
improve workflows/processes (e.g. lightweight Digital Twin to
operationalise BIM, interoperable IoT system for predictive FM)
• Manage technical teams and oversee the implementation of
technology-based solutions
• Develop data governance architecture for the use of Digital
Twins, BIM, or other technology solutions for relevant
stakeholders
• Develop business case and financing model for technology
solutions
The Smart Estate Solution
Architect manages technical
teams and the end-to-end
lifecycle of technical
solutions to facilitate
dynamic estate operations.
54
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
SYSTEMS ANALYST
Assesses clients’
technology needs and
develops technical
specifications for systems-
level solutions to fulfill
business requirements
• Digital Twin and Building
Information Modeling
Application
• Internet of Things
Management
• Autonomous Systems
Technology Application
• Data Governance
• Data Strategy
• Design Thinking
• Empathy
• Interpersonal Skills
• Communication
• Business Needs Analysis
• Solution Architecture
• Applications Development
• Applications Integration
• Infrastructure Deployment
• Software Design
• Software Configuration
• Software Testing
• System Integration
• Test Planning
• Project Management
• Teamwork
• Problem Solving
• Sense-Making
C U R R E N T F U T U R E
KEY COMPETENCIES
The Smart Estate Solution Architect is a suitable role for current IT Solution
Architects to grow into
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
55
KEY RESPONSIBILITIES
• Oversee successful execution and implementation of digital
technologies into Built Environment projects, including
procurement processes for technical project elements
(e.g. Facial recognition equipment for access control)
• Manage Integrated Digital Delivery process and coordination
amongst stakeholders (e.g. construction firm, internal teams,
architects)
• Estimate and model project costs, time, and resource
requirements and potential risks using digital management tools
• Resolve technical and design-related issues in project
implementation and ensure compliance with project design
requirements
• Monitor project progress and ensure effective handover of BIM
or other digital collaboration tools used
The Smart Project Manager
oversees the execution and
implementation of Smart
Estate projects.
56
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
QUANTITY SURVEYOR
Responsible for the
project’s cost, budget and
quality from pre-planning,
tendering and
procurement, to contracts
and completion.
• Building Information
Modelling Application
• Integrated Digital Delivery
using digital tools
• Data Management
• Data & Statistical
Analytics
• Procurement
• Emerging Technology
Synthesis
• Business Acumen
• Creative Thinking
• Virtual Collaboration
• Project Feasibility
• Project Risk Management
• Budgeting
• Cost Management
• Project Execution & Control
• Contract Development &
Management
• Business Proposal Writing
• Business Presentation
Delivery
• Stakeholder Management
• Teamwork
• Communication
• Leadership
• Resource Management
C U R R E N T F U T U R E
KEY COMPETENCIES
Project Managers can grow in their profession by acquiring a full set of skills
to become effective Smart Project Managers for Smart Estates
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
57
KEY RESPONSIBILITIES
• Identify facilities management technology use cases that can
reduce manpower costs, improve efficiency, and productivity
(e.g. automated cleaning robots, building inspection drones,
smart toilets)
• Enhance and optimise facility management operations using
digital platforms (e.g. Digital Twin or BIM models to track building
performance, asset conditions, and maintenance work statuses)
• Develop and enforce data governance to secure privacy and
enable seamless data usage (e.g. Data usage principles and
handover protocols for vendors)
• Improve customer experience with data analytics (e.g. Collecting
data from IoT sensors on asset conditions and using predictive
analytics to anticipate facility breakdowns)
• Handle customer/vendor cases by exception with integrated
outcomes-based contracts across multiple properties (e.g.
Mobile application to automate request processing, track
feedback, and contact vendors)
The Smart Estate Manager
manages multiple property
types, optimising facility
operations and workflows
using live building
information.
58
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
FACILITIES MANAGER
Manages and maintains
property facilities through
coordination of maintenance
activities and programmes
(e.g. inspections, repairs)
• Emerging Technology
Synthesis (Facilities
Management)
• Financial Modelling
• Data Governance &
Strategy
• User Experience
Design
• Data & Statistical
Analytics (Predictive &
Advanced)
• Digital Twin and BIM
Model Application
• Contract Development
and Management
(Integrated outcomes-
based contracting)
• Digital Literacy
• Adaptability
• Facilities Management
and Operations
• Transactional Accounting
• Budgeting
• Data & Statistical
Analytics
• Stakeholder Management
• Business Negotiation
• Conflict Management
• Leadership
• Sense-Making
• Communication
• Interpersonal Skills
• Contract Development &
Management (Input-
based contracting and
leasing)
C U R R E N T F U T U R E
KEY COMPETENCIES
Property and Building Managers overseeing property operations are well-
positioned to acquire new skills to become Smart Estate Managers
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
59
The Digital Leasing Manager
manages the automated
leasing process, and
leverages data and analytics
to create customised tenant
portfolios.
KEY RESPONSIBILITIES
• Identify opportunities to redevelop and enhance contracts,
keeping in view recent trends, research, political, financial, and
economic news
• Use Robotic Process Automation (RPA) to improve and
automate administrative processes to achieve seamless
operations (e.g. onboarding process for contracting and leasing;
automated agreements for rapid compliance; monthly reporting
to management)
• Use analytics and data mining to offer good proposals to
potential tenants with contracts that suit their needs
• Structure and negotiate contracts with tenants, which
continuously improve to remain attractive, provides flexibility,
reduce vacancies and limits liability through lease analysis
60
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
RELATIONSHIP/
ACCOUNT MANAGER
Build strong relationships
with clients, address
tenant or occupant
concerns and identify
enhancement
opportunities
• Advanced Data and
Statistical Analytics
• Financial Modelling
• Robotic Process
Automation Application
• Digital Twin & Building
Information Modeling
Application
• Sense-Making
• Adaptability
• Decision Making
• Transactional Accounting
• Valuation Approaches and
Methodologies
• Emerging Technology
Synthesis
• Trend Forecasting
• Portfolio Management
• Business Presentation
Delivery
• Data and Statistical
Analytics
• Market Research
• Stakeholder Management
• Business Negotiation
• Interpersonal Skills
• Entrepreneurial Mindset
• Manual reporting and
traditional administrative
processing
C U R R E N T F U T U R E
KEY COMPETENCIES GENERIC SKILLSTECHNICAL SKILLSLEGEND:
Today’s Leasing Managers have a strong set of core skills that will allow
them to transition smoothly into the role of a Digital Leasing Manager
61
KEY RESPONSIBILITIES
• Make optimal investment decisions aligned with emerging
market trends and forecasts in the Built Environment sector,
including the ability to scan, evaluate, and adopt technologies to
enhance assets
• Harness and analyse data from the use of BIM for facilities
management and other estate data insights to improve estate
performance
• Develop innovative business models and financial models to
expand project financing options or assess impact of potential
revenue-enhancing activities in estates
• Collaborate and co-create with relevant stakeholders including
Smart Estate Manager, Digital Leasing Manager, Digital
Community Manager, and clients to manage asset revenues and
costs to develop the estate’s market positioning and enhance
asset performance, increasing attractiveness for new and
existing tenants
• Articulate value of investment and portfolio diversification
strategies to internal and external stakeholders, with data-driven
decisions
The Digital Asset Strategist
utilises digital tools to
analyse data and develop a
comprehensive strategy
which maximises estate
value and informs
investment decisions.
62
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
INVESTMENT &
DEVELOPMENT
EXECUTIVE
Strategise real estate
investments,
developments, and
divestments based on
financial models and
analysis of market drivers
• Emerging Technology
Synthesis
• Digital Twin and Building
Information Model
Application
• Data and Statistical
Analytics
• Business Model
Innovation
• Creative
Entrepreneurship
• Narrative Design
• Creative Storytelling
• Stakeholder
Management
• Interpersonal Skills
• Communication
• Teamwork
• Business Needs
Analysis
• Risk Analytics
• Financial Modelling
• Business Environment
Analysis
• Market Research
• Account Management
• Valuation Approaches
and Methodologies
• Scenario and Strategic
Planning
• Business Negotiation
• Business Opportunities
Development
• Stakeholder
Management
• Problem Solving
• Computational
Thinking
C U R R E N T F U T U R E
KEY COMPETENCIES
Asset Managers can acquire new skills to develop into Digital Asset
Strategists to drive businesses forward
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
63
KEY RESPONSIBILITIES
• Strategise and drive implementation efforts for effective
sustainable technology in buildings to maximise building
efficiency (e.g. smart glass panels, insulation technologies,
water management)
• Use IoT sensors or Digital Twins to collect live data and
feedback for sustainability reporting, building performance
monitoring, and optimization
• Provide insights on property condition and performance for
asset management decisions using data analytics (e.g.
predictive analytics to anticipate energy usage and
management)
• Develop sustainability initiatives to actively shift user behavior
and influence mindsets (e.g. sustainability campaigns, zero-
waste initiatives)
The Smart Sustainability
Manager develops data-
driven sustainability initiatives
to enhance building efficiency
and actively shift
stakeholders' behaviors and
mindsets.
64
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
SUSTAINABILITY
MANAGER
Oversees development
and implementation of
sustainability programmes
and initiatives within
property development
• Digital Twin Application
• Emerging Technology
Synthesis
• Technology Road Mapping
• Project Feasibility
Assessment
• Business Needs Analysis
• Internet of Things
Management
• Data and Statistical
Analytics (Predictive and
Advanced)
• Financial Modelling
• Behavioral Economics
• Computational Thinking
• Sense-Making
• Environmental
Management System
Framework Development
• Energy Management and
Audit
• Sustainability Management
(LEED, Green Building,
standards, reporting)
• Business Negotiation
• Stakeholder Management
• Communication
• Teamwork
• Manual tracking of
building performance
C U R R E N T F U T U R E
KEY COMPETENCIES
The Smart Sustainability Manager builds upon the core skillset which current
Engineering Services Managers are equipped with
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
65
KEY RESPONSIBILITIES
• Identify latest technologies which are aligned with consumer trends to
infuse into Smart Estates (e.g. autonomous scooters for user mobility
within estate, beacons to connect shoppers with retail promotions)
• Incorporate experience design principles into estate offerings to
enhance community experience within Smart Estates (e.g. Sensorial,
memorable, and inclusive spaces)
• Track ROI of community investments and initiatives
• Implement digital and physical placemaking initiatives through
effective use of digital touchpoints to engage with tenants and
occupants (e.g. location-specific augmented reality, digitally-enabled
services triggered by user's physical location)
• Use digital tools to gather insights on tenant and occupant behaviour
(e.g. use IoT sensors and/or video analytics to monitor activity
patterns, space utilisation, or user profile in learning facilities)
The Digital Community
Manager implements multi-
channel placemaking
initiatives for tenants and
occupants to maximise
engagement and
satisfaction.
66
WHO ELSE CAN
TRANSITION INTO
THIS ROLE?
MARKETING &
COMMUNICATIONS
EXECUTIVE
Develop marketing strategy
to strengthen branding and
positioning of property and
improve communication
between tenants and
visitors
• User Experience Design
• Financial Modelling
• Contract Development &
Management
• Internet of Things
Management
• Video Analytics
Application
• Digital Placemaking
• Empathetic Design
• Interaction Design
Principles
• Creative Thinking
• Sense-Making
• Social Media Content
Creation and Management
• Content Marketing Strategy
• Community Development
• Stakeholder Management
• Communication
• Teamwork
• Interpersonal Skills
C U R R E N T F U T U R E
KEY COMPETENCIES
Community Managers can grow in their careers by acquiring key digital and
analytical skills to become Digital Community Managers for future Smart
Estates
GENERIC SKILLSTECHNICAL SKILLSLEGEND:
67
Next Steps
Image credit: tofumax via iStock
How can businesses take
advantage of this talent
initiative?
70
71
Use the Smart Estates Talent
Playbook as a reference for
upskilling, job redesign, and
talent development
Co-develop training
curriculum with SSGand
IHLs to address
business needs
Reach out to SSGon
how else we can
support your talent and
skills needs
Send your employees
for the Smart Estates
Talent Development
Programme
What are the key cost drivers and
business challenges that your
company faces? By mapping
these elements, you can play a
part to influence and shape the
curriculum with SSG and the IHLs
to address business needs such
as improving productivity or
reducing costs.
Sign up your employees for the
applied training programme that
will have a mix of skills training,
project implementation, and
mentorship. SSG funding is
available to help offset course
fees.
This playbook can help to provide
guidance to develop your talent
approach of the future, whether
you are mapping training and
development needs, charting
career pathways, or conducting
manpower forecasts.
SSG provides different kinds of
support for individuals and
companies to embark on skills
upgrading, and lifelong learning.
Come talk to SSG to discuss
further how you can be
supported in building your talent
pipeline.
Appendix
Image credit: Philipp Birmes via Pexels
END NOTE
1Services 4.0 is Singapore’s response to the Services and Digital Economy (SDE) Technology
Roadmap, envisioning Singapore delivering next-generation services that are end-to-end,
frictionless, empathic, and anticipatory to customer needs.
Retrieved from https://www2.imda.gov.sg/infocomm-media-landscape/services-40
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twin-buildin/.
• Willow Team. (n.d.). Investa. Retrieved from https://www.willowinc.com/customer-
stories/investa/.
• DFAB HOUSE. (n.d.). IN SITU FABRICATOR. Retrieved from
https://dfabhouse.ch/in_situ_fabricator/.
• DFAB HOUSE. (n.d.). SMART DYNAMIC CASTING. Retrieved from
https://dfabhouse.ch/smart-dynamic-casting/.
• DFAB HOUSE. (n.d.). DFAB HOUSE. Retrieved from https://dfabhouse.ch/dfab-house/.
• NCCR Digital Fabrication. (2019, February 27). DFAB HOUSE is officially open! Retrieved
from https://dfabhouse.ch/2019/02/27/dfab-house-is-officially-open/.
• Bersin, J. (2019, October 24). Build Vs. Buy: The Days Of Hiring Scarce Technical Skills Are
Over. Forbes . Retrieved from https://www.forbes.com/sites/joshbersin/2019/10/24/build-vs-
buy-the-days-of-hiring-scarce-technical-skills-are-over/#171d82e30dc2
• Green, D. (2018, November 15). Nike is opening a 68,000-square-foot flagship store of the
future in New York City. Retrieved from https://www.businessinsider.com/nike-opens-new-
flagship-store-new-york-2018-11.
• O'Keefe, L. (2018, March 9). Could Crowdsourcing Be The Key To Saving The Retail Industry?
Retrieved from https://www.bisnow.com/national/news/retail/why-crowdsourcing-could-be-
retails-new-best-friend-85408.
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family-caregivers.
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worldwide-using-ar-and-vr.
• The Rise of Drones in Construction. (2018, June 7). Retrieved from
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11553083202.
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• Tepper, F. (2017, November 29). Simon wants to help startups establish a retail presence in malls.
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connected-bathroom-of.
74
Supporting
Organisations
About SkillsFuture Singapore (SSG)
SkillsFuture Singapore (SSG) drives and coordinates the
implementation of the national SkillsFuture movement, promotes
a culture of lifelong learning and strengthens the ecosystem of
quality education and training in Singapore. Through a holistic
system of national SkillsFuture initiatives, SSG enables
Singaporeans to take charge of their learning journey in their
pursuit of skills mastery. SSG also works with key stakeholders
to ensure that students and adults have access to high quality
and industry-relevant training that meet the demands of different
sectors of the economy for an innovative and productive
workforce.
For more information, visit www.ssg.gov.sg or follow SSG on
Facebook SkillsFuture SG and LinkedIn SkillsFuture-SG.
About the Infocomm Media Development Authority (IMDA)
The Infocomm Media Development Authority (IMDA) leads
Singapore’s digital transformation with infocomm media. To do
this, IMDA will develop a dynamic Digital Economy and a
cohesive digital society, driven by an exceptional infocomm
media (ICM) ecosystem – by developing talent, strengthening
business capabilities, and enhancing Singapore's ICM
infrastructure. IMDA also regulates the telecommunications and
media sectors to safeguard consumer interests while fostering a
pro-business environment, and enhances Singapore’s data
protection regime through the Personal Data Protection
Commission.
For more news and information, visit www.imda.gov.sg or follow
IMDA on Facebook IMDAsg and Twitter @IMDAsg.
75
About the Building and Construction Authority (BCA)
The Building and Construction Authority (BCA) of Singapore
champions the development of an excellent built environment for
Singapore. BCA’s mission is to shape a safe, high quality,
sustainable and friendly built environment, as these are four key
elements where BCA has a significant influence. In doing so, it
aims to differentiate Singapore’s built environment from those of
other cities and contribute to a better quality of life for everyone
in Singapore. Hence, its vision is to have "a future-ready built
environment for Singapore". Together with its education arm, the
BCA Academy of the Built Environment, BCA works closely with
its industry partners to develop skills and expertise that help
shape a future-ready built environment for Singapore.
For more information, visit www.bca.gov.sg.
About Eden Strategy Institute
Eden Strategy Institute is a strategy consulting firm specializing
in Business System Innovation. We approach the global issues
of urbanization, disease, poverty, illiteracy, and exploitation by
formulating strategies, models, processes, and products that
help our clients create, realize, and sustain their economic
impact. Eden plans and sets up industry blueprints, facilitates
co-creation workshops, forecasts and evaluates the impact of
policy interventions. We have supported governments and
corporations to successfully bring Smart City innovations to
market using qualitative and quantitative research, engineering,
business planning, partnerships, and impact assessment.
To learn more about our work, please visit
www.edenstrategyinstitute.com
76
Developing Future Capabilities in Singapore's Built Environment

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Developing Future Capabilities in Singapore's Built Environment

  • 1. Developing Future Capabilities in Singapore’s Built Environment An initiative of S M A R T E S TAT E S TA L E N T P L AY B O O K Knowledge partnerIn collaboration with
  • 2.
  • 3. About this playbook This playbook aims to inform and inspire companies across the Built Environment value chain about the opportunity presented by Smart Estates development under the nationwide Smart Estates Initiative. More importantly, it seeks to equip companies with the knowledge and awareness of the capabilities that businesses must develop to take advantage of the industry-wide transformation that is underway. This playbook is part of the first-of-its-kind Smart Estates Talent Development Programme (SETDP). Led by SkillsFuture Singapore (SSG) and the Infocomm Media Development Authority (IMDA), in collaboration with the Building and Construction Authority (BCA), this is a skills and talent partnership to develop future-ready talent that will build capabilities for estates of the future. To achieve this, the playbook presents highlights from a global scan of emerging areas in Smart Estates development, as well as five future scenarios of Smart Estates which demonstrate how business, operating, and service models might change across the value chain. These give rise to new and emerging job roles, which were co-created with firms across the Built Environment value chain, including architects, developers, technology solution providers, facilities management companies, consultancy firms, and industry trade associations. The playbook provides practical information and guidance on specific capabilities and skills which companies can prioritise in training, expressed as future job roles for Smart Estates, allowing them to respond to technological advances and pressing business challenges to achieve business success. 3
  • 4. 4 How can I use this playbook? Companies across the built environment can use this playbook as a tool to: • Compare your developments against industry good practices • Gain awareness of international trends, practices, and emerging technologies for the Built Environment • Identify new opportunities and areas for value creation offered by Smart Estates development (e.g. new business, service, and operating models) • Understand the capabilities and skills required to develop and operate future job roles in Smart Estates • Understand the resources and support that is available to your company to begin building talent for future Smart Estates Each future job role includes a set of key tasks and responsibilities that unlock new sources of value for firms, and offers a glimpse into the competencies required to transition from an existing role. We trust that the playbook will spark meaningful discussions within your company of how your workforce can continue to meet future business needs, challenges, improve productivity, perform higher-value added tasks, and expand existing job scopes.
  • 5. 01 INTRODUCTION TO SMART ESTATES 06 What would a Smart Estate look like in 2025? 08 02 THE SMART ESTATES INITIATIVE 10 Driving Innovation for Smart Estates 12 What are the emerging capabilities of Smart Estates globally? 16 Why should businesses invest in building future capabilities? 20 How will estates evolve in the future? 23 03 FUTURE JOBS AND SKILLS FOR SMART ESTATES 46 What future job roles should businesses invest in? 48 04 NEXT STEPS 68 How can businesses take advantage of this talent initiative? 70 05 APPENDIX 72 References 74 Supporting Organisations 75 CONTENTS 5
  • 8. The year is 2025. Walter, aged 36, is the office manager of Asia’s latest unicorn start-up, whose headquarters are situated at Singapore’s newest Smart Estate. It’s Monday morning and he makes an early start through the park connector, and stores his bicycle at his office building. He spots an autonomous cleaning robot drying up a spilled drink on the floor, and remembers his request the day before to the estate manager to approve the renovation contractor for his office remodeling. He checks on the estate mobile application and notices that he had already received a notification informing him that his request has been approved. Walter is pleased with how seamless the automated process has been, which would allow his new staff to settle into the office space as quickly as possible. He recalls how his lease was also able to accommodate his needs for flexible contractual terms, and feels delighted with the efficiency of his estate manager. Since the application is open, he checks on his firm’s energy usage that month, and accepts the system’s advice to optimise the temperature and lighting settings of the office, so as to help his team become more productive while reducing costs at the same time. 8
  • 9. 9 When he steps out of the lift at his floor, he is greeted by a friendly technician who is replacing the corridor lights. The technician shares that the lighting will soon start to flicker, as informed by his Building Information System that receives live data on all tagged assets across the eight buildings in the Smart Estate. Stepping into the office, Walter’s first appointment is a coffee chat with a potential business he was match-made with through the estate application, whose office is in the same building. Our collaboration is going to be much smoother because we’ll be able to catch up so easily, he tells himself. This is the start of a great day. The experience in tomorrow’s Smart Estates embodies Singapore’s Smart Nation goals to improve working, living, and playing, enabled by technologies.
  • 11. Image credit: Kenneth Cheong via iStock
  • 12. As part of Singapore’s Digital Economy efforts, IMDA has been working with property developers, technology and solution providers, and Built Environment service providers to co-develop and test innovative urban solutions to achieve greater effectiveness and efficiency in designing and managing Smart Estates. To do so, IMDA has launched the Smart Estates Initiative, focusing on three strategies: 1. Forming strategic public-private partnerships to strengthen the Smart Estates ecosystem by developing new technology capabilities 2. Building innovative technologies and identifying market opportunities to deploy and scale Smart Urban solutions locally and overseas 3. Developing Smart Estates talent and driving thought leadership to enable the effective use of digital technologies and solutions throughout the Smart Estates lifecycle Driving Innovation for Smart Estates 12
  • 13. 13 Equipping talent with new skills and competencies that enable the effective use of digital technologies and solutions throughout the Smart Estate lifecycle is vital to facilitating the development of future estates. This means that companies need to plan ahead, grow their future pipeline, and invest in new capabilities and skills. A recent study across global lead firms have also shown that it can cost as much as six times more to hire from the outside than to build from within. Therefore, the government is working with industry stakeholders to co-create a new talent development programme to support forward-looking companies as they kickstart this journey. Strengthening business partnerships and the ecosystem Building technology and innovation capabilities Developing talent in Smart Estates and driving thought leadership
  • 14. The Smart Estates Talent Development Programme (SETDP) is a strategic initiative introduced by SSG and IMDA, in collaboration with BCA, to envision the future jobs, skills and competencies, and the talent pipeline needed to support the Smart Estates ecosystem of tomorrow. It builds on the different Skills Frameworks, including the Skills Framework for Built Environment, to assemble the various jobs, skills and competencies required of future job roles for Smart Estates. Through a six-stage approach, the talent and skills initiative will bring in industry demand drivers to scan future jobs, develop an integrated Smart Estates training curriculum, carry out the training and measure the impact. The curriculum will leverage integrated work and study training formats which combine classroom training, blended learning, on-the-job training, and mentorship to support upcoming development projects locally and internationally. 14
  • 15. 1 Design and develop work-study curriculum for key job roles addressing competency gaps to support smart estates development projects SETDP APPROACH Share research findings with pilot enterprises and scope new capabilities and skills for Smart Estates Conduct global research and benchmarking to identify future jobs, technologies, and innovations Build talent pipeline through scale-up with more enterprises Validate curriculum and roll-out innovation-led pilot training 2 3 4 6 5 Collect performance data and measure ROI 15 Design and develop innovative training curriculum for key job roles addressing competency gaps to support smart estates development projects Collect performance data and measure Return on Training Investment SMART ESTATES TALENT DEVELOPMENT PROGRAMME (SETDP) Share research findings with pilot enterprises and scope new capabilities and skills for Smart Estates in this playbook
  • 16. What are the emerging capabilities of Smart Estates globally? USD 43.5 billion will be invested in developing smart cities across Asia-Pacific ex-Japan by 2021. Smart Estates help scale up smart building technologies, to eventually give rise to smart cities that are more responsive, sustainable, inclusive, and liveable. As the economy shifts from traditional industry silos to integrated digital ecosystems, businesses will thrive if they focus relentlessly on being able to continuously create new value, incorporate the principles of Services 4.01, which envisions services to be end-to-end, frictionless, empathetic and being able to anticipate customer’s needs, and build on digital economies of scale. With the popularisation of deep technologies such as Artificial Intelligence (AI), Internet of Things (IoT) devices, Immersive Media (AR/VR), and cloud-based technologies, players in Built Environment – developers, architecture and planning firms, construction firms, equipment and technology suppliers, estate management companies as well as their security, cleaning, and maintenance partners – will see the entire Built Environment value chain transformed as firms invest in new capabilities. The incidence of estates embracing smart technologies is relatively nascent, compared to the well-developed spaces of smart buildings and smart cities. This section therefore presents an international scan of innovative methods and emerging technologies that may be relevant to Smart Estates, to inspire firms across the Built Environment on how smart building and management technologies might be applied and integrated at the estate level. 16
  • 17. 17 How might we able to fully integrate multi-stakeholder groups in the design, project, and construction planning of multiple buildings within an estate? ARUP and PDC Group collaborated in the construction of the 60,000 seat Optus Stadium in Perth, utilising a BIM- based engineering strategy which aims to achieve greater project planning foresight and better stakeholder co- ordination to optimise resource and manpower allocation for complex projects. Their strategy employed computational design, model sharing and feedback capabilities, as well as digital model validation software which automatically integrates into the design process using Tekla software solutions. The digital model validation tools achieved 50 percent savings on checking and rework engineering design time, completing the full stadium three weeks early. Stadium model on Tekla software (Image credit: Tekla BIM Awards) Aerial view of completed Optus Stadium, Perth (Image credit: Tekla BIM Awards)
  • 18. Seven professorships from ETH Zurich, under the umbrella of NCCR Digital Fabrication, and various industry partners collaborated to integrate a combination of digital construction technologies for smarter, material-efficient buildings, prototyped in the DFAB House. This included a context-aware mobile on-site construction robot with autonomous repositioning and localisation capabilities; a Smart Dynamic Casting (SDC) to mold complex concrete structures using a single moving formwork; planning software to embed fabrication parameters, optimise design, detailing, and cost control; and computational design and 3D printing software for just-in-time prefabrication and production. In situ Fabricator constructing 3D mesh structure for formwork and reinforcement (Copyright Roman Keller / NCCR Digital Fabrication) Completed DFAB HOUSE, featuring a lightweight translucent façade with thermal insulation properties (Copyright Roman Keller / NCCR Digital Fabrication) 18 How can complex estate designs be realised safely, efficiently, and sustainably with innovative construction technologies?
  • 19. 19 While it may traditionally take one to two weeks to plan and approve inter-tenancy stairs between two floors, this can now be reduced to five minutes, significantly speeding up the time taken to introduce building changes. Maintenance requests are also processed more seamlessly compared to when building managers had to manually retrieve asset records and warranties. Investa and Willow collaborated to use Digital Twin Technology which involved Spatial Intelligence Graphing, using spatial, live, and static data to model relationships of people, places, and devices. This greatly helps to optimise space utilisation, improve occupant experience, and increase productivity. Illustration of building model (Image credit: Canam Group Inc.) How can digital technologies help in automating Estate Management? (Image credit: Theerapong28 via iStock)
  • 20. New technologies, business, service, and operating models will transform the Built Environment value chain for Smart Estates, and businesses have an unparalleled opportunity to take advantage of productivity boosts and costs savings. The case for investing in future Smart Estate capabilities is strengthened even further when we consider the various challenges that businesses are facing today, such as: • Higher expectations driving project complexity as customers grow in sophistication • Rising competition and the need for novel and innovative value propositions to enhance business' market position • New technology applications disrupting business-as-usual in the Built Environment • Stringent requirements in regulatory and standards requirements • Stakeholder demands for sustainability impact • More frequent changes developer asset portfolios Why should businesses invest in building future capabilities? 20
  • 21. To attend to these disruptions, businesses need to rapidly adapt and explore the potential of emergent technologies such as sensor networks, building analytics, modelling, simulations, virtual collaboration platforms, and robotics, as they may apply to the Smart Estates of tomorrow. At the same time, technology investments only translate into core capabilities when companies also plan for breakthrough operating, service, and business models. These demand new skills that will be required of present and incoming talent, which inform changes to job roles as we know them today. Investing in human capital will help attract and retain talent in the Built Environment sector, develop specialised job pathways, and improve lifelong productivity. 21
  • 22. 22 D R A F T
  • 23. How will estates evolve in the future? In order to systematically understand what capabilities will be required to drive the evolution of Smart Estates, the study started with an initial scan of sociocultural and economic trends, international case studies, emerging technology drivers, as well as contextualisation to different Smart Estate typologies. We created five Smart Estate scenarios in Singapore, from different combinations of the macro-trends and drivers across the Built Environment value chain. This process allows us to peer into various future aspects of Smart Estates, taking into account the different needs of stakeholder groups involved across the Built Environment value chain, drivers of value, and business outcomes. Scenario planning further helps us uncover a range of future Smart Estate capabilities to develop, which were then validated with industry. 23
  • 24. SCENARIO 3: INTEGRATED CONSTRUCTION VALUE CHAINS SCENARIO 4: LIVING LABS TO MAXIMISE ESTATE VALUE SOCIOCULTURAL & ECONOMIC TRENDS • Demographic projections • Emerging consumer demands • New models of business and service delivery • Policy/regulatory shifts • Sociocultural behaviors • Pioneering and innovative examples of smart services, products, buildings, districts, cities, innovations to surface core principles which could inspire future Smart Estates INTERNATIONAL CASE STUDIES TECHNOLOGY DEVELOPMENT • Technology enablers which may drive Smart Estates management including their level of maturity, key success factors, and resource requirements to implement SMART ESTATE TYPOLOGIES • Education • Sports • Residence • Commerce • Business • Industry • Centralised over-the-air software updates in Tesla products • Customer-centric experience design at Disneyland • Transformative retail concepts at Amazon Go • Manufacturing and combinatorial technology at Voodoo • Contact-free patient monitoring systems at EarlySense • Citizens’ data security concerns about Sidewalk Labs • E-concierge guest service robots at Yotel • Use of beacon technology at Hong Kong International Airport • Smart campuses such as Global Indian International School in Singapore and Pune, Curtin University, Manchester Metropolitan University • Sports complexes such as Optus Stadium and Anoeta Stadium • Smart residential estates such as Amber Park and JadeScape • Smart retail malls such as Wanda Group’s mall complexes and Westfield London • Smart industrial or business parks such as China Fortune Smart Industrial Park, Songdo International Business District, Greenpark in Finland • Aggregated “super” applications • Artificial Intelligence • Automation • Big Data • Cloud Computing • Edge Computing • Predictive Analytics • 5G networks • Internet-of-Things • Digital Twin Technology • Quantum Computers • Advanced Robotics and Drones • Additive Manufacturing • Augmented and Virtual Reality • Autonomous Vehicles • Blockchain Technology • Digital Biology • 4D modeling software • Smaller and affordable homes for millennials • Omni-channel retailing • Experience economy • User-centric design and design thinking • Dependence on mobile devices • Crowdsourcing • Multi-modal transportation options • Shared Economy • Data security and privacy concerns • Ageing population • Customised and personalised products and services • Multi-generational housing • Ministry of Ageing formed to target manpower and healthcare • Trade wars • Rise of China SCENARIO 1: DIGITALLY- ENHANCED EXPERIENTIAL SPACES SCENARIO 2: VIRTUOUS FEEDBACK LOOPS FOR INTELLIGENT ESTATE DESIGN SCENARIO 5: DYNAMIC HYPER-CONNECTED FACILITIES MANAGEMENT 24
  • 26. 2. HYPER-CONNECTED TRIBES With the rise of remote work and co-living, individuals from different cultures cross paths with increasing frequency. Smart Estates can virtual destinations for digital natives to plug into and learn about communities aligned with their personal interests and professional needs. Digital Community Management allows Smart Estates to tap on this trend by using intimate knowledge of the estate community to craft customised experiences for users: Organising social events, networking opportunities, craft workshops, or even wine-tasting sessions, enabling the seamless integration of living, working, and playing. An estate positioned as a dynamic community raises the project value beyond its buildings and hardware assets. 1. TRANSFORMATIVE AND CURATED ESTATE CONCEPTS To design unique value propositions for Smart Estates, a developer scouts for emerging market and consumer trends. These are sources of inspiration for fresh estate concepts that are deeply immersive and curated for estate users, creating transformative and memorable experiences and infusing user experience design from the start. We see a ‘retail wonderland’ where shoppers explore novel storefronts equipped with eye tracking software that detects a shopper’s interest in a luxury leather handbag. A hologram automatically appears, showcasing the leather bag making process in France, while promoting a targeted marketing message to her. After purchasing the item through the seamless online platform, it is delivered straight to her home, customised to her favorite color and accessories. Investing in Estate Proposition Design to create novel concepts such as integrated omni-channel shopping experiences immerses shoppers beyond even what leading brands such as Nike or Nordstrom are doing globally today. What new real estate concepts can we create based on market and consumer trends and new technologies? 26
  • 27. 3. DESIGNING FOR DATA INSIGHTS User insights from sensors and beacon technology can then be analysed alongside data on user profiles and purchasing history. Digital Leasing Management takes on a data-driven approach to curate a collection of tenants who would best meet shoppers’ needs across different retail settings, or companies who would enhance the commercial tenant portfolio in a business park. Users are connected to the active network, which constantly uploads data to inform AI systems of their locations. New York-based real estate crowdsourcing startup Space Jam Data is currently exploring the use of consumer and visitor activity data to gain retail insights; a concept which can be re-contextualised to the estate context. Can data-driven leasing, marketing activities and strategies help maximise the value of Smart Estates? 27
  • 28. HOW WILL THESE TRENDS AFFECT MY BUSINESS? The creation of meaningful experiences will be a key success metric for the Smart Estates of the future. Businesses can play a role in putting forward the enabling technology, business, and service models and gain value from: Experiences will be the currency of the future and greater efforts will have to be invested to differentiate oneself from competitors. As consumers have access to greater personalisation services, the same expectations will be placed on the Built Environment. To take advantage of this shift, businesses can take the lead to build these new capabilities: • Events Management • Community Engagement • Data Analytics • Cross-functional Facilities Management Knowledge • Concept Planning • Curation • Demand Forecasting WHAT ARE THE FUTURE SKILLS TO DEVELOP? Better Design Decisions by designing transformative user experiences in estates, putting forward innovative retail concepts. This strengthens brand identity and market position. Space Maximisation driven by data and digital tools allows under-utilised and high potential spaces to be identified, which can translate into additional revenue generation opportunities. Enhanced User Experience through deep integration between the physical and digital worlds create meaningful, personalised, and memorable experiences. Novelty and user satisfaction will drive footfall, revenues, and tenant retention. Optimisation creates value for businesses as operational inefficiencies and wastage are removed through improved processes and the strategic deployment of technology solutions. Lower maintenance requirements generate cost savings in terms of manpower and materials. 28
  • 29. SCENARIO 2: VIRTUOUS FEEDBACK LOOPS FOR INTELLIGENT ESTATE DESIGN Image credit: Chaay_Tee via iStock
  • 30. 1. FULL INTEGRATION OF VIRTUAL WORKFLOWS Previously, BIM was only used until the asset handover stage. Moving forward, Smart Project Management utilizes the full potential of BIM, unleashing the collaboration, project management, procurement, and order fulfilment capabilities of the platform to form a deeply-integrated value chain across all Built Environment stakeholders. Model-based construction software enabling integrated workflows is already being developed by companies such as Finnish software firm Tekla. With enhanced Artificial Intelligence capabilities, Smart Project Managers are now able to learn and better predict bottlenecks relating to human performance. Automated triggers are built into workflows to provide remedial action as potential delays due to vendors’ inefficiencies are preemptively identified. 2. SERVICE INTEGRATION AND MANAGEMENT With a redesigned workflow, the Smart Estate Manager manages a shared scoreboard amongst vendors across maintenance, cleaning, lifts, renovation, and security, to incentivise a collaborative culture to manage the estate effectively. New management models for Smart Estates see tenant satisfaction levels increase and relationships with vendors improve, in addition to reducing errors and delays in service delivery. 30
  • 31. 3. DYNAMIC VIRTUOUS FEEDBACK LOOP WITH DIGITAL TWIN Designed with Smart Estate principles in mind, Smart Estate Solution Architecture enables Smart Estates to collect live data with Internet-of-Things (IoT) sensors built into all assets. These sensors feed into the estate’s digital twin model, generating insights on maintenance issues, space utilisation patterns, and simulations to forecast building performance. Such integration is beginning to increase in adoption through platforms such as digital design and construction company Willow’s software, which performs data integration, management, and analysis. Digital Architecture, which utilises dynamic geospatial intelligence of the surrounding estate environment, generates models of traffic flows and activity patterns in different parts of the estate. This allows Digital Architects to make design decisions which are informed by the interaction of key parameters. Design scripting, supported by Artificial Intelligence applications, help achieve design breakthroughs. Collected data can also be integrated with other buildings in the estate of the future, where Artificial Intelligence is applied to improve on subsequent designs to better suit clients’ needs, maximising space while not compromising the user experience. The combined power of sensor integration and analytics will optimise building operations beyond the current capabilities of Digital Twin technology. • What software and hardware solutions can we develop to address design challenges and improve workflows? • How can we design estates which are novel, cost-effective, and create compelling physical and digital experiences? 31
  • 32. Virtual collaboration and workflow integration will be key characteristics of the building and operations of future Smart Estates. These shifts will see businesses benefiting from: Businesses must adapt to the increasing virtualisation of workflows and processes to stay ahead of the curve. This requires greater investment in capabilities such as: • Digital Twins • Geographic Information Systems • Parametric Modelling • Computational Design • Simulation Modelling • Algorithm Building • Building Information Modeling (BIM) • Artificial Intelligence • Design Scripting WHAT ARE THE FUTURE SKILLS TO DEVELOP? Better Design Decisions from virtuous feedback loops enabled by Digital Twins will inform design parameters and considerations that are more aligned with user needs. In addition to leveraging computational design, businesses can achieve design breakthroughs which create higher value for all stakeholders. Space Maximisation achieved through continuous data collection and analysis using Artificial Intelligence applications will also surface opportunities for additional revenue generation, such as by using underutilised spaces for activities and programming. Automated Management Processes allow businesses to enjoy time and manpower savings, while also allowing talent to transition into more productive and value adding roles as they grow their careers. Optimisation of workflows will bring cost savings to businesses as error are minimised, risk is better managed, and open collaboration and communication on integrated digital platforms supports timely project delivery. HOW WILL THESE TRENDS AFFECT MY BUSINESS? 32
  • 33. SCENARIO 3: INTEGRATED CONSTRUCTION VALUE CHAINS Image credit: gorodenkoff via iStock
  • 34. 1. BESPOKE FACILIITES TO MEET COMPLEX USER NEEDS An elderly resident with Alzheimer’s disease occasionally leaves the stove turned on or forgets to switch off her TV. Thankfully, her smart home has been designed with Digital Architecture capabilities, which have considered how her home environment might utilize IoT sensors to trigger automatic follow-up actions when there is an abnormal use of home appliance. This is similar to the alerts triggered by Evermind or QuietCare sensors, which track daily routines and inform loved ones of unusual user behavior to watch out for, and will be a design consideration of increasing importance to cater to the needs of the growing elderly population in Singapore. Another wheelchair-bound resident from the floor above had his home built with wheelchair accessibility in mind. This is an example of homes that are now enabled by digital construction technologies, mass-customised home furnishings, and visualised with immersive, rapidly-rendered 3D modelling. 2. VIRTUAL AND AUGMENTED REALITY-BASED TROUBLESHOOTING On-site construction workers improve productivity by using VR/AR goggles to visualise the exact site fittings according to the visual model designed. With 5G connectivity, construction teams can receive live remote guidance for immediate support and resolution of any construction and technical issues from the Smart Project Manager or other technical specialists. This allows them to minimise mistakes and avoid costly rework, while seamlessly integrating the phases of building construction and maintenance. India-based Larsen & Toubro uses VR technology to train their workers to create virtual reproductions of real-life scenarios, increasing safety awareness by 90 percent and improving the accessibility of training seven-fold. 34 Assembly with Augmented Reality (Image credit: BRICKxAR)
  • 35. 3. DRONES FOR INSPECTION AND MANAGEMENT Smart Project Management heavily leverages on drone deployment to collect real-time data, especially in inaccessible sites, track the progress of the construction process, and performs safety monitoring tasks across several large-scale projects which are ongoing within the estate. Construction teams are now equipped with high-resolution images and site maps of the full estate premises to instantly deliver updates to all project stakeholders. Transparent communication, enabled by drone utilisation and operation, improves collaboration and saves valuable project resources. A two to three-week process can be cut down to one to four days, ensuring timely and efficient project delivery. How can we manage the complex collaboration process between multiple stakeholders for successful integrated delivery? 35
  • 36. Integrated construction processes leveraging virtual collaboration tools and remote-monitoring technology will fundamentally change how estates are constructed. Businesses can derive great value from this shift with: Technology disruptions and expanding business portfolios are an opportunity for businesses to differentiate themselves and meet client and user needs creatively. Future Smart Estates will require businesses to have these capabilities: • 3D Modelling • Simulation Modelling • User-Centric Design • Digital Tools for Project Management • Machine Vision • Video Analytics • Data Analytics and Diagnostic • Systems Integration Mass Customisation offers businesses an opportunity to command a premium in their brand and service offerings, by tailoring solutions to meet the unique requirements of different clients. Current technology significantly reduces the cost of customisation, creating a strong business case for its use. Optimisation ensures that businesses minimise wastage from delays or process inefficiencies, and benefit from increased productivity. The use of technology tools reduces inefficiencies across multi-stakeholder workflows, and removes additional time costs and potential penalties due to untimely project delivery. Better Design Decisions which are aligned with user needs, and create integrated physical and digital experiences, will see increased demand from buyers. This improves asset quality and therefore asset market value. WHAT ARE THE FUTURE SKILLS TO DEVELOP? HOW WILL THESE TRENDS AFFECT MY BUSINESS? 36
  • 37. SCENARIO 4: LIVING LABS FOR MAXIMISED ESTATE VALUE Image credit: sinology via iStock
  • 38. DIGITAL NATIVE USERS Users are digitally immersed, their lifestyles and social profiles exist on both physical and digital platforms. 1. NEW JOURNEYS TO WORK To identify opportunities to enhance estate value, Digital Asset Strategy will involve understanding emerging trends such as the rise of multi-modal transport journeys that could present an additional revenue stream for the Smart Estate. For example, shared spaces are designed where bicycle-sharing riders can park their vehicles, informed by optimised routes from their homes into vacant parking spaces within the business park, which has dynamically reconfigurable parking lines to maximise lot sizes – bringing a potential commercial application for the Smart Highways and dynamic lanes as introduced by Heijmans Infrastructure and Studio Roosegaarde in the Netherlands. The Smart Estate Manager utilises user activity generated from mobile data to inform infrastructure installation sites such as charging and docking points for EVs, to support a more sustainable lifestyle for users. 2. CENTRALISED SOFTWARE UPGRADES In executing the Digital Asset Strategy, Smart Estate Solution Architecture capabilities would come in to develop and facilitate the adoption of various technologies such as IoT sensors, which have software upgrades that conveniently update centrally and automatically, as inspired by Tesla’s centralised wireless upgrading system for its cars and vehicles. Residential or commercial estate users pay a premium to access these benefits which value-add to their homes and office spaces, without having to worry about the technologies going obsolete. This greatly enhances the occupant experience of the estate. How can we leverage data across the Built Environment value chain, to optimise the positioning and value of estates? 38
  • 39. 3. EXPERIMENTAL SPACES Bridging between online and physical communities, Digital Community Management now utilises crowdsourced indoor positioning data in a business or science park at different hours of the day to highlight public events and other users available for collaborative discussions or meetings in under-utilised spaces around the property. This further strengthens the sense of place within the estate. The under-utilised spaces may also be transformed into testbeds in retail environments to help entrepreneurs obtain feedback on their prototypes or newly- launched products, and keeping the retail mix diverse, exciting, and refreshing. Pop-up space ‘The Edit’ is already beginning to offer such a space for e-commerce startups in malls in the United States. 4. EXPERIENCE-ORIENTED DIGITAL DESIGN Augmented reality powers rich learning and leisure experiences tailored to the multitude of estate users’ interests. The Digital Asset Strategist proposes a greater emphasis on digital placemaking to increase footfall in the estate, informed by an analysis of the estate user demographics. In seconds, a student or frequent commuter creates incidental moments of learning based on the natural and Built Environment. Placemaking activities include the combination of heritage and digital technologies to enhance user experiences, much like mobile application design firm Calvium’s Battersea Power Station Heritage Trail guide, which bridges between the physical and digital realms. 39 How can we improve the estate experience to better engage and innovatively fulfill the needs of the community?
  • 40. Digital immersion and connectivity are at the core of the Smart Estates of the future. Businesses have a tremendous opportunity to take advantage of these trends, which can add value through: Businesses today are already experiencing a shift in customer expectations and increased competition, which demands rapid innovation to bring novel and value-adding products and services to the market. To succeed, businesses should invest in growing their capabilities in: • Digital Scanning • 3D Modelling • Digital Platforms and Technology Knowledge • Heritage and Historical Knowledge • Events Planning • User-Centric Design • Data Visualisation • UX Interfacing Space Maximisation by activating spaces using digital tools and creative programming allows paves the way towards additional revenue streams. Optimisation using data sources and artificial intelligence tools can bring costs down by intelligently managing business resources such as manpower, time, and energy. Enhanced User Experiences can be achieved through digital and physical integration. The increased memorability of spaces and level of user satisfaction through better designed spaces enhances brand and price premium, while achieving greater differentiation. WHAT ARE THE FUTURE SKILLS TO DEVELOP? HOW WILL THESE TRENDS AFFECT MY BUSINESS? 40
  • 41. SCENARIO 5: DYNAMIC & HYPER-CONNECTED FACILITIES MANAGEMENT Image credit: metamorworks via iStock
  • 42. 1. REMOTE MONITORING AND CENTRALISED DEPLOYMENT Instead of managing estates individually, Smart Estate Management centralizes management capabilities at command centres where remote monitoring can take place and support can be deployed by-exception. Alerts are triggered due to loitering or sudden movements picked up by the machine vision system on premise, and security personnel is deployed on-site to address the threat. Autonomous cleaning robots and vehicles are systematically deployed once an incident is detected. Chye Thiam Maintenance has operationalised such as model using live video feeds at their command centre to augment static patrolling schedules and control monitoring costs. Applied across the Smart Estate, this model generates economies of scale as multiple properties leverage the analytical capabilities of a single centralised management facility. 2. JOB INTEGRATION As the use of autonomous technology proliferates to respond to manpower constraints, Smart Estate Management now involves the deployment of cleaning supervisors who have developed an understanding of how to perform basic technical troubleshooting for autonomous cleaning robot malfunctions. Concurrently, the security personnel’s routine tasks expand to include building inspection, basic maintenance and fixes, and data analytics for incident reporting. This approach is already being explored at Certis in their Security+ offering, which combines security with facilities management, customer service, and technology-driven solutions. 42
  • 43. 3. INPUTS TO OUTCOMES AND PERFORMANCE- BASED CONTRACTS Automation and technology innovation allows estate service providers to adopt outcomes-based and performance-based contracts, which are seamlessly managed on digital platforms for multiple properties by the Smart Estate Manager. Firms are now able to invest in technologies such as video analytics and machine vision to maximise user satisfaction with a reduced headcount. Robotic cleaners, accompanied by human supervisors who monitor the robots and perform finishing touches, ensure higher manpower productivity at lower long-term costs. 4. PREDICTIVE ANALYTICS Estates are equipped with predictive analytics capabilities to support decision- making, so as to more effectively allocate estate resources. Toilets are thoughtfully-designed for efficient cleaning, and equipped with IoT sensors to track the usage of supplies, water, waste, and user satisfaction. These in turn inform on the effectiveness of estate-wide sustainability strategies, as part of Smart Sustainability Management. Security staff and analysts at the central command center combine video analytics, machine vision, and behavioral analysis techniques to identify suspicious behavior on the physical estate premises as well as online data platforms. Logs of usual and abnormal behavior are analysed to proactively identify cyber-physical system vulnerabilities and analyse potential breaches. Smart Command system for water use monitoring (Image credit: Caroma Industries) Autonomous cleaning robots deployed in Singapore • Which new estate management models can support the operations of responsive and dynamic Smart Estates? • How can we enhance the sustainability of our estate operations? 43
  • 44. Smart Estates present an exciting opportunity for businesses to explore and enhance business and operating models, such as the centralised deployment of cyber-physical security or use of full autonomous robots, which are no longer a distant reality. This can bring some of the following benefits to businesses: As these future trends collide with present business challenges, such as rising customer expectations and a growing asset portfolio, businesses will succeed by investing in building the following capabilities early on: • Basic Robotics Operations • Data & Statistical Analytics • Security & Risk Management • Systems Integration • Robot Programming • Machine Learning • Algorithm Development • Systems Integration • Digital Twinning • Asset Condition Monitoring • IoT Integration and Installation • Sensor Interfacing WHAT ARE THE FUTURE SKILLS TO DEVELOP? Outcomes-based Contracts spur R&D investments to innovate and improve service delivery, which can increase client satisfaction and retention whilst reducing operating costs. Automated Management Processes can bring productivity increases as automated processes efficiently clear administrative matters. Robotisation enables businesses to reduce operating costs and increase productivity at scale, creating an opportunity to upskill other staff into higher value-adding activities. Job Integration promises staff satisfaction and career growth for current staff members, while the synergies derived from combined business functions under reduced headcount keeps operating costs in check. HOW WILL THESE TRENDS AFFECT MY BUSINESS? 44
  • 46. Future Jobs and Skills for Smart Estates
  • 48. ESTATE PROPOSITION DESIGNER Creates innovative real estate concepts and value propositions for future developments DIGITAL DESIGNER Designs Smart Estate buildings with virtual modelling and integrates design with the construction stage, ensuring its delivery success SMART ESTATE SOLUTION ARCHITECT Manages technical teams and the end-to- end lifecycle of technical solutions to facilitate dynamic estate operations DESIGN & DEVELOPMENT The Estate Proposition Designer’s value proposition is built upon by the Digital Designer to co-create innovative building designs for Smart Estates with clients The Digital Designer develops conceptual designs and identifies technical needs, which form the solution parameters the Smart Estate Solution Architect to design around SMART PROJECT MANAGER Oversees the execution and implementation of Smart Estate projects CONSTRUCTION What future job roles should businesses invest in? The Smart Project Manager, engages with the Digital Designer and the Smart Estate Solution Architect throughout the Integrated Digital Delivery (IDD) process This section demonstrates an initial set of emerging job roles that firms can use as a reference to support their Smart Estates talent needs. As the respective government agencies continue to work with more industry and best-in-class players, it will be an ongoing process to grow and refine this base of job roles and skills insights. 48
  • 49. DIGITAL LEASING MANAGER Manages the automated leasing process, and leverages data and analytics to create customised tenant portfolios. OPERATIONS & SMART FACILITIES MANAGEMENT DIGITAL COMMUNITY MANAGER Implements multi- channel placemaking initiatives for tenants and occupants to maximise engagement and satisfaction The Smart Sustainability Manager works closely with the Smart Estate Manager in a consistent feedback loop to identify opportunities to improve building operations, introduce digital tools, and increase the efficiency of Smart Estate operations The Digital Community Manager uses their intimate knowledge of the estate community to provide inputs for the Digital Leasing Manager to develop a customised tenant mix and promotional strategy DIGITAL ASSET STRATEGIST Utilises digital tools to analyse data and develop a comprehensive strategy which maximises estate value and informs investment decisions Throughout the Smart Estate lifecycle, the operations and maintenance stakeholders continuously engage with the Digital Asset Strategist to collaboratively develop asset enhancement strategies SMART ESTATE MANAGER SMART SUSTAINABILITY MANAGER Develops data- driven sustainability initiatives to enhance building efficiency and actively shift stakeholders' behaviors and mindsets Manages multiple property types, optimising facility operations and workflows using live building information The Smart Project Manager hands over relevant digital models and files to the Smart Estate Manager to use for estate operations and maintenance 49
  • 50. The Estate Proposition Designer creates innovative real estate concepts and value propositions for future developments. KEY RESPONSIBILITIES • Integrate real estate domain knowledge with Smart Estate principles (e.g. IoT sensors to improve responsiveness of estate, rising consumer interest in local brands/social enterprises affecting investments) • Use technology for Built Environment and consumer trends to innovate around property development concepts (e.g. Experiential retail at Funan, millennial co-living at Lyf) • Apply experience design principles for the Built Environment to plan transformational estate experience for tenants and occupants • Support new value proposition design and fresh property development concepts with a compelling business case and financing model 50
  • 51. WHO ELSE CAN TRANSITION INTO THIS ROLE? ASSET MANAGER Monitors property performance and develops initiatives to maximise property revenue, with a focus on financial performance • Data & Statistical Analytics (Diagnostic) • Marketing Strategy • Integrated Marketing User Experience Design • Design Thinking Practice • Transdisciplinary Thinking • Teamwork • Self-motivation • Trend Forecasting • Emerging Technology Synthesis • Business Opportunities Development • Market Research • Financial Analysis • Project Management • Business Proposal Writing • Business Presentation Delivery • Data Analysis and Interpretation • Creative Thinking • Communication • Traditional Marketing Strategies C U R R E N T F U T U R E KEY COMPETENCIES The Estate Proposition Designer is a role that current Business Development Executives have the foundational skillsets to pursue GENERIC SKILLSTECHNICAL SKILLSLEGEND: 51
  • 52. KEY RESPONSIBILITIES • Integrate architectural domain knowledge with Smart Estate principles (e.g. IoT sensors to improve responsiveness of estate, building design to allow estate to enhance its dynamism) • Use Computational Design to incorporate multiple design factors and considerations from stakeholders for Integrated Digital Delivery (IDD), including running simulations and responsive virtual models, analyzing data, and optimising resources • Use scripting and Artificial Intelligence to achieve greater design outcomes such as sophisticated geometry and biomimetic design • Apply experience design principles early on in designing the buildings to plan transformational physical and digital estate experiences for users • Support integration of design into the construction stage to prevent additional rework • Enhance creativity of design offerings by driving collaborations with experts across disciplines (e.g. social anthropologist to improve office building design based on human interaction patterns) The Digital Designer creates Smart Estate buildings with virtual modelling and integrates design with construction stage, ensuring its delivery success. 52
  • 53. WHO ELSE CAN TRANSITION INTO THIS ROLE? BIM DESIGNER Uses Building Information Modelling (BIM) software to prepare 3D architectural, structural, or shop drawings for construction • Digital Experience Design Principles • Project Management • Integrated Digital Delivery (IDD) • Computational Design • Scripting • Artificial Intelligence Application • Data Analytics • Simulation Design & Visualisation • BIM Application (Advanced 4D) • Creative Storytelling • Communication • Transdisciplinary Thinking • Sense-Making • Virtual Collaboration • Physical Experience Design Principles • Conceptual and Schematic Design Development • Construction Documentation • Design Proposal Writing, Development & Presentation • Design Standards & Specification • Feasibility Assessment • Risk Management • 3D/Computer Aided Design (CAD) Application • BIM Application (Basic) • Stakeholder Management • Conceptual Thinking • Creative Thinking C U R R E N T F U T U R E KEY COMPETENCIES The Digital Designer role is a potential career development pathway for current Architectural Assistants and Urban Designers to consider GENERIC SKILLSTECHNICAL SKILLSLEGEND: • 2D Design • Traditional Drafting & Design Specifications 53
  • 54. KEY RESPONSIBILITIES • Design complex, customised, integrated software and hardware solution specific to address Built Environment challenges and improve workflows/processes (e.g. lightweight Digital Twin to operationalise BIM, interoperable IoT system for predictive FM) • Manage technical teams and oversee the implementation of technology-based solutions • Develop data governance architecture for the use of Digital Twins, BIM, or other technology solutions for relevant stakeholders • Develop business case and financing model for technology solutions The Smart Estate Solution Architect manages technical teams and the end-to-end lifecycle of technical solutions to facilitate dynamic estate operations. 54
  • 55. WHO ELSE CAN TRANSITION INTO THIS ROLE? SYSTEMS ANALYST Assesses clients’ technology needs and develops technical specifications for systems- level solutions to fulfill business requirements • Digital Twin and Building Information Modeling Application • Internet of Things Management • Autonomous Systems Technology Application • Data Governance • Data Strategy • Design Thinking • Empathy • Interpersonal Skills • Communication • Business Needs Analysis • Solution Architecture • Applications Development • Applications Integration • Infrastructure Deployment • Software Design • Software Configuration • Software Testing • System Integration • Test Planning • Project Management • Teamwork • Problem Solving • Sense-Making C U R R E N T F U T U R E KEY COMPETENCIES The Smart Estate Solution Architect is a suitable role for current IT Solution Architects to grow into GENERIC SKILLSTECHNICAL SKILLSLEGEND: 55
  • 56. KEY RESPONSIBILITIES • Oversee successful execution and implementation of digital technologies into Built Environment projects, including procurement processes for technical project elements (e.g. Facial recognition equipment for access control) • Manage Integrated Digital Delivery process and coordination amongst stakeholders (e.g. construction firm, internal teams, architects) • Estimate and model project costs, time, and resource requirements and potential risks using digital management tools • Resolve technical and design-related issues in project implementation and ensure compliance with project design requirements • Monitor project progress and ensure effective handover of BIM or other digital collaboration tools used The Smart Project Manager oversees the execution and implementation of Smart Estate projects. 56
  • 57. WHO ELSE CAN TRANSITION INTO THIS ROLE? QUANTITY SURVEYOR Responsible for the project’s cost, budget and quality from pre-planning, tendering and procurement, to contracts and completion. • Building Information Modelling Application • Integrated Digital Delivery using digital tools • Data Management • Data & Statistical Analytics • Procurement • Emerging Technology Synthesis • Business Acumen • Creative Thinking • Virtual Collaboration • Project Feasibility • Project Risk Management • Budgeting • Cost Management • Project Execution & Control • Contract Development & Management • Business Proposal Writing • Business Presentation Delivery • Stakeholder Management • Teamwork • Communication • Leadership • Resource Management C U R R E N T F U T U R E KEY COMPETENCIES Project Managers can grow in their profession by acquiring a full set of skills to become effective Smart Project Managers for Smart Estates GENERIC SKILLSTECHNICAL SKILLSLEGEND: 57
  • 58. KEY RESPONSIBILITIES • Identify facilities management technology use cases that can reduce manpower costs, improve efficiency, and productivity (e.g. automated cleaning robots, building inspection drones, smart toilets) • Enhance and optimise facility management operations using digital platforms (e.g. Digital Twin or BIM models to track building performance, asset conditions, and maintenance work statuses) • Develop and enforce data governance to secure privacy and enable seamless data usage (e.g. Data usage principles and handover protocols for vendors) • Improve customer experience with data analytics (e.g. Collecting data from IoT sensors on asset conditions and using predictive analytics to anticipate facility breakdowns) • Handle customer/vendor cases by exception with integrated outcomes-based contracts across multiple properties (e.g. Mobile application to automate request processing, track feedback, and contact vendors) The Smart Estate Manager manages multiple property types, optimising facility operations and workflows using live building information. 58
  • 59. WHO ELSE CAN TRANSITION INTO THIS ROLE? FACILITIES MANAGER Manages and maintains property facilities through coordination of maintenance activities and programmes (e.g. inspections, repairs) • Emerging Technology Synthesis (Facilities Management) • Financial Modelling • Data Governance & Strategy • User Experience Design • Data & Statistical Analytics (Predictive & Advanced) • Digital Twin and BIM Model Application • Contract Development and Management (Integrated outcomes- based contracting) • Digital Literacy • Adaptability • Facilities Management and Operations • Transactional Accounting • Budgeting • Data & Statistical Analytics • Stakeholder Management • Business Negotiation • Conflict Management • Leadership • Sense-Making • Communication • Interpersonal Skills • Contract Development & Management (Input- based contracting and leasing) C U R R E N T F U T U R E KEY COMPETENCIES Property and Building Managers overseeing property operations are well- positioned to acquire new skills to become Smart Estate Managers GENERIC SKILLSTECHNICAL SKILLSLEGEND: 59
  • 60. The Digital Leasing Manager manages the automated leasing process, and leverages data and analytics to create customised tenant portfolios. KEY RESPONSIBILITIES • Identify opportunities to redevelop and enhance contracts, keeping in view recent trends, research, political, financial, and economic news • Use Robotic Process Automation (RPA) to improve and automate administrative processes to achieve seamless operations (e.g. onboarding process for contracting and leasing; automated agreements for rapid compliance; monthly reporting to management) • Use analytics and data mining to offer good proposals to potential tenants with contracts that suit their needs • Structure and negotiate contracts with tenants, which continuously improve to remain attractive, provides flexibility, reduce vacancies and limits liability through lease analysis 60
  • 61. WHO ELSE CAN TRANSITION INTO THIS ROLE? RELATIONSHIP/ ACCOUNT MANAGER Build strong relationships with clients, address tenant or occupant concerns and identify enhancement opportunities • Advanced Data and Statistical Analytics • Financial Modelling • Robotic Process Automation Application • Digital Twin & Building Information Modeling Application • Sense-Making • Adaptability • Decision Making • Transactional Accounting • Valuation Approaches and Methodologies • Emerging Technology Synthesis • Trend Forecasting • Portfolio Management • Business Presentation Delivery • Data and Statistical Analytics • Market Research • Stakeholder Management • Business Negotiation • Interpersonal Skills • Entrepreneurial Mindset • Manual reporting and traditional administrative processing C U R R E N T F U T U R E KEY COMPETENCIES GENERIC SKILLSTECHNICAL SKILLSLEGEND: Today’s Leasing Managers have a strong set of core skills that will allow them to transition smoothly into the role of a Digital Leasing Manager 61
  • 62. KEY RESPONSIBILITIES • Make optimal investment decisions aligned with emerging market trends and forecasts in the Built Environment sector, including the ability to scan, evaluate, and adopt technologies to enhance assets • Harness and analyse data from the use of BIM for facilities management and other estate data insights to improve estate performance • Develop innovative business models and financial models to expand project financing options or assess impact of potential revenue-enhancing activities in estates • Collaborate and co-create with relevant stakeholders including Smart Estate Manager, Digital Leasing Manager, Digital Community Manager, and clients to manage asset revenues and costs to develop the estate’s market positioning and enhance asset performance, increasing attractiveness for new and existing tenants • Articulate value of investment and portfolio diversification strategies to internal and external stakeholders, with data-driven decisions The Digital Asset Strategist utilises digital tools to analyse data and develop a comprehensive strategy which maximises estate value and informs investment decisions. 62
  • 63. WHO ELSE CAN TRANSITION INTO THIS ROLE? INVESTMENT & DEVELOPMENT EXECUTIVE Strategise real estate investments, developments, and divestments based on financial models and analysis of market drivers • Emerging Technology Synthesis • Digital Twin and Building Information Model Application • Data and Statistical Analytics • Business Model Innovation • Creative Entrepreneurship • Narrative Design • Creative Storytelling • Stakeholder Management • Interpersonal Skills • Communication • Teamwork • Business Needs Analysis • Risk Analytics • Financial Modelling • Business Environment Analysis • Market Research • Account Management • Valuation Approaches and Methodologies • Scenario and Strategic Planning • Business Negotiation • Business Opportunities Development • Stakeholder Management • Problem Solving • Computational Thinking C U R R E N T F U T U R E KEY COMPETENCIES Asset Managers can acquire new skills to develop into Digital Asset Strategists to drive businesses forward GENERIC SKILLSTECHNICAL SKILLSLEGEND: 63
  • 64. KEY RESPONSIBILITIES • Strategise and drive implementation efforts for effective sustainable technology in buildings to maximise building efficiency (e.g. smart glass panels, insulation technologies, water management) • Use IoT sensors or Digital Twins to collect live data and feedback for sustainability reporting, building performance monitoring, and optimization • Provide insights on property condition and performance for asset management decisions using data analytics (e.g. predictive analytics to anticipate energy usage and management) • Develop sustainability initiatives to actively shift user behavior and influence mindsets (e.g. sustainability campaigns, zero- waste initiatives) The Smart Sustainability Manager develops data- driven sustainability initiatives to enhance building efficiency and actively shift stakeholders' behaviors and mindsets. 64
  • 65. WHO ELSE CAN TRANSITION INTO THIS ROLE? SUSTAINABILITY MANAGER Oversees development and implementation of sustainability programmes and initiatives within property development • Digital Twin Application • Emerging Technology Synthesis • Technology Road Mapping • Project Feasibility Assessment • Business Needs Analysis • Internet of Things Management • Data and Statistical Analytics (Predictive and Advanced) • Financial Modelling • Behavioral Economics • Computational Thinking • Sense-Making • Environmental Management System Framework Development • Energy Management and Audit • Sustainability Management (LEED, Green Building, standards, reporting) • Business Negotiation • Stakeholder Management • Communication • Teamwork • Manual tracking of building performance C U R R E N T F U T U R E KEY COMPETENCIES The Smart Sustainability Manager builds upon the core skillset which current Engineering Services Managers are equipped with GENERIC SKILLSTECHNICAL SKILLSLEGEND: 65
  • 66. KEY RESPONSIBILITIES • Identify latest technologies which are aligned with consumer trends to infuse into Smart Estates (e.g. autonomous scooters for user mobility within estate, beacons to connect shoppers with retail promotions) • Incorporate experience design principles into estate offerings to enhance community experience within Smart Estates (e.g. Sensorial, memorable, and inclusive spaces) • Track ROI of community investments and initiatives • Implement digital and physical placemaking initiatives through effective use of digital touchpoints to engage with tenants and occupants (e.g. location-specific augmented reality, digitally-enabled services triggered by user's physical location) • Use digital tools to gather insights on tenant and occupant behaviour (e.g. use IoT sensors and/or video analytics to monitor activity patterns, space utilisation, or user profile in learning facilities) The Digital Community Manager implements multi- channel placemaking initiatives for tenants and occupants to maximise engagement and satisfaction. 66
  • 67. WHO ELSE CAN TRANSITION INTO THIS ROLE? MARKETING & COMMUNICATIONS EXECUTIVE Develop marketing strategy to strengthen branding and positioning of property and improve communication between tenants and visitors • User Experience Design • Financial Modelling • Contract Development & Management • Internet of Things Management • Video Analytics Application • Digital Placemaking • Empathetic Design • Interaction Design Principles • Creative Thinking • Sense-Making • Social Media Content Creation and Management • Content Marketing Strategy • Community Development • Stakeholder Management • Communication • Teamwork • Interpersonal Skills C U R R E N T F U T U R E KEY COMPETENCIES Community Managers can grow in their careers by acquiring key digital and analytical skills to become Digital Community Managers for future Smart Estates GENERIC SKILLSTECHNICAL SKILLSLEGEND: 67
  • 69. Image credit: tofumax via iStock
  • 70. How can businesses take advantage of this talent initiative? 70
  • 71. 71 Use the Smart Estates Talent Playbook as a reference for upskilling, job redesign, and talent development Co-develop training curriculum with SSGand IHLs to address business needs Reach out to SSGon how else we can support your talent and skills needs Send your employees for the Smart Estates Talent Development Programme What are the key cost drivers and business challenges that your company faces? By mapping these elements, you can play a part to influence and shape the curriculum with SSG and the IHLs to address business needs such as improving productivity or reducing costs. Sign up your employees for the applied training programme that will have a mix of skills training, project implementation, and mentorship. SSG funding is available to help offset course fees. This playbook can help to provide guidance to develop your talent approach of the future, whether you are mapping training and development needs, charting career pathways, or conducting manpower forecasts. SSG provides different kinds of support for individuals and companies to embark on skills upgrading, and lifelong learning. Come talk to SSG to discuss further how you can be supported in building your talent pipeline.
  • 73. Image credit: Philipp Birmes via Pexels
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  • 75. Supporting Organisations About SkillsFuture Singapore (SSG) SkillsFuture Singapore (SSG) drives and coordinates the implementation of the national SkillsFuture movement, promotes a culture of lifelong learning and strengthens the ecosystem of quality education and training in Singapore. Through a holistic system of national SkillsFuture initiatives, SSG enables Singaporeans to take charge of their learning journey in their pursuit of skills mastery. SSG also works with key stakeholders to ensure that students and adults have access to high quality and industry-relevant training that meet the demands of different sectors of the economy for an innovative and productive workforce. For more information, visit www.ssg.gov.sg or follow SSG on Facebook SkillsFuture SG and LinkedIn SkillsFuture-SG. About the Infocomm Media Development Authority (IMDA) The Infocomm Media Development Authority (IMDA) leads Singapore’s digital transformation with infocomm media. To do this, IMDA will develop a dynamic Digital Economy and a cohesive digital society, driven by an exceptional infocomm media (ICM) ecosystem – by developing talent, strengthening business capabilities, and enhancing Singapore's ICM infrastructure. IMDA also regulates the telecommunications and media sectors to safeguard consumer interests while fostering a pro-business environment, and enhances Singapore’s data protection regime through the Personal Data Protection Commission. For more news and information, visit www.imda.gov.sg or follow IMDA on Facebook IMDAsg and Twitter @IMDAsg. 75
  • 76. About the Building and Construction Authority (BCA) The Building and Construction Authority (BCA) of Singapore champions the development of an excellent built environment for Singapore. BCA’s mission is to shape a safe, high quality, sustainable and friendly built environment, as these are four key elements where BCA has a significant influence. In doing so, it aims to differentiate Singapore’s built environment from those of other cities and contribute to a better quality of life for everyone in Singapore. Hence, its vision is to have "a future-ready built environment for Singapore". Together with its education arm, the BCA Academy of the Built Environment, BCA works closely with its industry partners to develop skills and expertise that help shape a future-ready built environment for Singapore. For more information, visit www.bca.gov.sg. About Eden Strategy Institute Eden Strategy Institute is a strategy consulting firm specializing in Business System Innovation. We approach the global issues of urbanization, disease, poverty, illiteracy, and exploitation by formulating strategies, models, processes, and products that help our clients create, realize, and sustain their economic impact. Eden plans and sets up industry blueprints, facilitates co-creation workshops, forecasts and evaluates the impact of policy interventions. We have supported governments and corporations to successfully bring Smart City innovations to market using qualitative and quantitative research, engineering, business planning, partnerships, and impact assessment. To learn more about our work, please visit www.edenstrategyinstitute.com 76