Presi (France)

Over the last decade, the construction industry has suffered from various issues affecting the planning processes, team management, and decision-making during the design phase. Today, the concepts of Lean construction and Building Information Modeling (BIM) overlap and bring solutions to all phases of a construction project. Numerous studies have shown that leveraging BIM data through Lean principles can significantly improve the overall management of a project. However, the literature is still limited to optimizing the design phase to anticipate any deviation before the start of the work. This article aims to provide an updated review of the interaction between BIM and Lean in the design phase. The study is based on a systematic review of 61 articles selected using the Systematic Literature Review (SLR) approach. The obtained results allowed for the analysis of different Lean methods and tools that interact with BIM. Digitizing these methods and using them together is necessary to facilitate their application in a construction project. Finally, our study provides recommendations for researchers and professionals by identifying future scientific challenges.

Most agricultural research organizations strive to address societal challenges and contribute to positive societal impacts. Fulfilling this ambition involves embedding a culture of impact in organizational culture, which, in our view, entails three main elements: understanding the role of the research community in contributing to impacts over the long term within the systems in which it operates; equipping researchers to support positive change; and implementing strategies that allow the culture of impact to percolate at various levels of the organization. To build just such a culture, in the past 8 years, Cirad, the French Agricultural Research Center for International Development, embarked on a transformational process, from which we draw key lessons. Building a culture of impact requires fostering transdisciplinary dialogue on the multiple roles of researchers, on their contribution to societal impacts, and on the relevance of this reflection. This involves adapting from pre-existing visions, interactions, and practices. Formalization in the organization's strategy and the action of leading change agents foster its institutionalization. Strengthening capacity to build shared visions of change and collective processes in research design, implementation, and evaluation while respecting the diversity of profiles and approaches in the organization favors appropriation. This requires adequate funding at the project, institutional and funding bodies level, and targeted communication to ensure buy-in by internal and external change agents. We argue that a culture of impact is a reflective culture and long-term dynamics that aims to overcome the dichotomy between research and development and bring agricultural research closer to societal needs.

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