Building a flexible digital water strategy in 7 steps

Water infrastructure is under pressure. Aging assets, growing populations and changing climate patterns are accelerating the need for resilient, high-performing systems. With the limitless potential for new technology growth, a flexible digital strategy supports efficient, future-ready infrastructure. Our Europe digital water lead, James Leverton, Canada digital water lead, Ryan Apps, and Europe program management strategy and growth lead Cameron Tonkin, explain how this flexibility drives continued asset performance improvements, supporting safe operations and delivering value for any major water infrastructure upgrade.    

Water utilities must carefully prioritize their capital to optimize asset performance. The latest technologies are often incompatible with legacy infrastructure. As a result, communication, data flows, security and systems frequently operate across multiple platforms, creating technological and operational inefficiencies.

Establishing a flexible digital strategy — one that incorporates technology principles the organization can commit to — as part of the owner requirements serves as a North Star for any asset program. It allows utilities to plan more holistically, improve coordination across leadership and strengthen customer, regulator and shareholder relations. 

Flexibility for a rapidly evolving landscape 

Moore’s Law, the prevailing trend of the electronics industry, states that computer chip processing efficiency would double every two years. Today, it’s estimated that the computational power of artificial intelligence doubles every six months. Against this backdrop, how can utilities design systems traditionally meant to last decades?

Agility is key. An effective long-term plan is built on strong foundational technology, on top of which new digital developments can be implemented. This allows for the adoption of potential new advancements and adaptation to technologies that consider, for instance, how data can enhance energy efficiency.

A clear digital strategy offers efficiency through: 

• Future-proofing and cost savings through interoperability across systems that supports seamless adaptation to future advancements. At the Durleigh Water Treatment Centre, in Bridgwater, Somerset, United Kingdom (U.K.), we applied Building Information Modelling (BIM) and a Common Data Environment (CDE) to drive collaboration in a dynamic 3D space. Digital engineering innovations accelerated design reviews and enabled extensive off-site construction, cutting six months from the program schedule. The result was a bold, forward-thinking digital delivery that focused on interoperability and generated approximately US$1.76 million (UK£1.5 million) in savings.

• Cost effectiveness by optimizing investment and reducing the risk of expensive rework caused by outdated or incompatible technologies. In Detroit, Michigan, United States we worked with the water and sewerage department to develop a digital strategy that supported the delivery of US$100 million in infrastructure improvements. We designed digital tools, enterprise planning systems and staff training to streamline project oversight and capital delivery. By improving visibility across programs, we reduced inefficiencies, leading to more cost-effective, predictable outcomes. 

• Collaboration by aligning stakeholders, enabling consistent communication and data sharing, and driving efficiency and innovation across the value chain. On a major low-carbon water project for Scottish Water in Glasgow, U.K. we used 3D surveys and real-time geographic information system (GIS) integration to create a shared digital environment for delivery partners. This improved decision-making, reduced rework through accurate record-keeping, and enhanced process safety by providing clearer visibility of site conditions. These activities are integral to a digital ecosystem, designed to drive operational efficiencies throughout the delivery process. To date, this initiative has delivered significant value, saving 180,000 hours of site-based work. An interactive virtual consultation tool further expanded public engagement without the need for frequent site visits, increasing transparency and participation from the outset.

A successful digital strategy must consider: 

• Timeline alignment: Water utilities require long–term strategy horizons to meet the needs of growing populations, changing climate patterns and improved sustainability outcomes. This can be challenging with today’s fast-paced, generational digital frameworks. The foundational architecture might last decades, but the technology within it does not have a defined timeline. 

• Funding: The rapid speed of innovation means that the ongoing costs of maintaining digital assets cannot rely on traditional capital funding methods. This requires a shift toward more flexible financing models and operational practices.  

• Designing for the unknown: One U.K. water company estimates that they lose 10,000 years of knowledge from their organization every five years, through retirements and employee turnover. This is reinforced by reports that 70 percent of U.K. water sector staff are contemplating moving industries. Consequently, designing technology for future employees, who will work in a digital space that hasn’t yet been invented, is that much more difficult without a flexible digital strategy. 

A clear digital strategy — flexible, scalable and built to withstand the inherent unpredictability of technological change — lays the foundation for future-ready infrastructure. With the right support, organizations can move forward with confidence and shape a strategy that delivers lasting change no matter how fast the digital landscape evolves. 

 Connect with our Europe, Canada or U.S. digital water strategy teams to learn more.