Gilesta: In the Construction Sector, Value Is Created Not by Technology Itself, but by the Ability to Choose It Wisely
For a long time, the construction sector has been considered one of the more conservative industries — innovations are introduced slowly and cautiously. However, an increasing number of processes are now being digitized, and artificial intelligence is gradually becoming established as a practical tool rather than merely a theoretical possibility.
Unlike in other sectors, technology in construction is rarely adopted for the sake of innovation alone. Instead, it emerges as a response to specific problems: efficiency gaps, errors, or a lack of information.
To discuss how technological solutions are applied in practice, how they are selected, and what real value data‑driven decisions create, we spoke with Egidijus Galinauskas, Head of Innovation and Development at Gilesta.
- Construction is often described as a conservative sector. In your view, is artificial intelligence already becoming a real practice here?
The construction sector does indeed move more slowly than many others, but this is a conscious choice rather than a sign of lagging behind. Every decision must be well‑justified, because the cost of mistakes is high — both financially and in terms of project delivery.
Today, we can already speak not about experiments, but about very concrete practices. Artificial intelligence is particularly valuable in areas with large volumes of data and complex, interconnected processes — such as project planning, cost forecasting, schedule analysis, or document management.
It is important to understand, however, that this is not a one‑time change. It is a gradual transition towards data‑driven decision‑making.
- Can it be said that the biggest change today is happening through digitization and data?
Yes — and in my view, this is a fundamental turning point that is fundamentally changing how construction companies operate.
The first step is digitization — when processes are no longer fragmented or “manual,” but structured and recorded in systems. Only then does reliable data emerge. As long as data is missing or scattered, there is no possibility to objectively assess situations or make accurate decisions.
When data is well‑structured and consistently accumulated, an entirely new level of management becomes possible. You can see the whole project in great detail — from cost estimation to actual execution — analyze deviations, understand their causes, and adjust processes accordingly. This allows budgets to be calculated much more accurately, based not on assumptions, but on real experience and numbers.
The natural next step in this chain is artificial intelligence. But it’s important to understand that AI is not the starting point — it is the continuation. For such solutions to work, an organization must be prepared, and the key prerequisite is high‑quality data.
For artificial intelligence, data is fuel. If data is inaccurate, incomplete, or unstructured, there will be no results. That’s why today the greatest value does not lie in the technologies themselves, but in the ability to organize data in a way that allows it to be fully leveraged in the future.
- What does this practically change in a construction company’s operations?
First and foremost — the quality of decisions. When you have sufficient data, you can forecast both project progress and potential deviations much more accurately. This enables not only better planning, but also informed decision‑making before problems arise.
Second — it allows for more accurate pricing. When cost estimates are based on real historical data rather than assumptions alone, a company can be more competitive in the market because risks are assessed more precisely.
Third — flexibility increases. With data, companies can respond more quickly to change and adjust plans accordingly.
- A cautious approach to technology — how does it manifest in practice when there are so many solutions on the market?
Today, the biggest challenge is not a lack of technology — there are more solutions available than necessary. That makes selection the most important task.
We evaluate every solution very pragmatically: does it solve a specific problem, does it integrate into existing processes, and does it create real value rather than additional complexity?
If a solution does not meet these criteria, it remains in the testing phase or is not implemented at all.
This approach allows us to maintain clear direction and avoid situations where technology starts controlling processes instead of supporting them.
- What are the biggest challenges when implementing innovation in a construction company? What is the most difficult part?
The biggest challenge is not the technology itself — it is people’s habits and mindset. Construction has historically been a “doers’ industry,” where value is created through physical work rather than system‑based work. As a result, any form of digitization naturally encounters resistance — the mindset that “we need to build, not click buttons” is still common.
Therefore, the hardest part is not implementing a solution, but ensuring it is actually used. Systems must not only solve a problem, but also be intuitive, easy to understand, and not create additional friction in daily work. If an employee does not see clear value or finds the solution complicated, they simply won’t use it — and then even the best technology becomes worthless.
That’s why the success of innovation in construction depends more on involving people, changing habits, and simplifying processes than on the technological sophistication itself.
- Where do you see the greatest untapped potential for technology in construction today?
In my view, the greatest untapped potential lies not in the technologies themselves, but in their integration across different processes.
Companies often have separate systems — one for cost estimation, another for project management, a third for documentation. Each works reasonably well on its own, but they do not “communicate” with one another. This leads to fragmented information, duplication, and errors.
The greatest value emerges when these systems are integrated into a unified ecosystem. When data flows across processes without manual intervention, efficiency increases — but, more importantly, an entirely new level of visibility becomes possible. This is a more complex step than implementing a single tool, but it is precisely where the biggest breakthrough lies.
- How do you think the construction sector will change in the coming years in the context of technology?
I believe the biggest change will not be in the technologies themselves, but in their role.
They will become an integrated part of everyday work — from design to implementation and analysis. Artificial intelligence will increasingly serve as a decision‑support tool, helping evaluate situations faster and more accurately.
However, the core distinction will remain the same: value will be created not by the number of technologies used, but by the ability to select and apply them in the right context. That is where real competitive advantage will be formed.
- What does this mean for the organization itself — do technologies also change employee roles?
Yes — the change is happening not only at the technological level, but also within organizations. As automation and data usage increase, the need for mechanical, repetitive tasks decreases. Instead, there is growing demand for the ability to analyze information, interpret it, and make decisions.
This means that competency requirements are also changing — it’s no longer enough to simply perform a task; it’s important to understand the process and see the broader context.
In this sense, technology does not replace people — it changes the nature of their work, from execution to analysis and decision‑making. And in my view, this is one of the most important changes happening across the entire sector.