The real estate sector is evolving rapidly. Between regulatory pressure, challenges of energy transition, rising customer expectations, and digital transformation, transformation is underway. However, in practice, change still struggles to take root sustainably.
Why is it so difficult to evolve practices in such a concrete and operational sector as construction? And above all, how to support these changes without causing rejection or fatigue? That is the whole question of change management.
Real estate: a sector grounded in reality… and in habit
In construction, the culture of the field, the concrete, of “it has worked this way for 20 years” is deeply rooted. And this is not a flaw. It is what has guaranteed the reliability, safety, and reproducibility of operations.
But this culture can also become a barrier to change, especially when it comes to:
introducing new digital tools,
modifying work methods,
or rethinking the relationship to time (shifting from a reactive approach to a preventive logic, for example).
The reflex is often the same: “Why change what works?”.
Identifying resistances: human, technical, organizational
To effectively drive change, it is essential to understand the barriers without judgment. Here are the most common in the sector:
1. The fear of losing control
“Before, I could do everything myself, now I have to go through an app.”
When introducing a digital tool, the reference points change: it is no longer the technician who holds the information, but the database. This generates a feeling of dispossession, even devaluation.
2. The feeling of incompetence
“I’m not good with computers.”
Some teams fear being overwhelmed by technology. The novelty becomes a source of anxiety, especially if the support is insufficient or poorly calibrated.
3. Cognitive overload
“Another new tool to master…”
When changes come in rapid succession without clarity or prioritization, this generates fatigue, even exhaustion. People reject not the change itself, but the way it is introduced.
4. Lack of meaning
“Why are we doing this, exactly?”
Without clear explanation, changes are perceived as arbitrary or disconnected from reality. The risk? A facade adherence, without real commitment.
5. The fear of wasting time
“Before, I did this in two clicks in Excel.”
Even if the final tool is more powerful, the learning or migration phase is often perceived as a waste of time—thus seen as an obstacle.
The 6 levers for successful change management in construction
1. Speak truthfully: contextualize the change
It is essential to explain the why before discussing the how. Why are we changing tools, methods, or processes? What is at stake (regulatory, economic, qualitative, environmental)?
Construction professionals are pragmatic. They will engage if they understand the purpose.
2. Mobilize field representatives
Ambassadors should not only come “from headquarters”. It is important to involve respected profiles in the field who understand the operational constraints and can translate innovations into operational language.
3. Start small, prove quickly
Beginning with a simple pilot that shows an initial concrete gain is far more effective than trying to transform everything at once.
Success fuels desire. Results lend credibility.
4. Train… but wisely
Rather than top-down sessions, we need short, concrete, job-related formats: on-site tutorials, introductory videos, peer-to-peer training, responsive hotlines.
The goal: never leave someone alone with a tool they do not master.
5. Revalue skills
Showing that the tool enhances the value of field expertise (and does not replace it) is key to alleviating fears.
“Thanks to you, we can finally track interventions” is more motivating than “You have to fill out the app.”
6. Establish a feedback loop
Change should not be fixed. We must gather feedback, adapt, iterate, and especially recognize irritants.
A technician reporting a bug should feel heard. That is the culture of progress.
The psychology of change: from constraint to pride
Changing is not just about doing things differently. It’s about crossing an emotional and identity threshold.
In real estate, attachment to habits is often related to:
the appreciation of the mastered gesture,
the pleasure of a job well done,
the memory of the trade passed down.
The role of change management is then to respect this heritage while opening a new path. It is not about saying: “we are going to change everything.” But rather: “we are going to build on what you already do well, to go further, faster, more efficiently.”
It’s the transition from change imposed to change chosen.
Conclusion: change in real estate is possible – but with method
In the face of energy transition, regulatory pressure, and the shortage of qualified labor, the real estate sector must evolve to remain competitive and sustainable.
Technology, AI, industry platforms, collaborative tools are not just gadgets. They are strategic allies, provided they are well integrated.
But no tool, no matter how innovative, will succeed without human buy-in. The transformation will not be technological. It will be cultural, gradual, and collective.
So why not start today, not by talking about “change”, but about continuous improvement, skill development, and the pride of a job well done?
