Maverickism: The Key to Innovation in the Construction Industry - with Dr. Ree Jordan
Introduction
The Challenge: Productivity & Innovation in Australian Construction
The Australian construction industry is facing a productivity crisis. Once producing over $900k of value per person per year in 2013, today that figure has fallen below $300k. The downward trend continues, and at the same time, construction ranks as the second least innovative industry in the country—just above hunting and fishing.
With the 2032 Olympics rapidly approaching, Brisbane will soon become the smallest city by population ever to host the Games. This means the smallest industrial base and workforce to deliver the necessary infrastructure—on top of the added complexity of venues spread across Queensland. The pressure for construction to innovate and increase productivity is greater than ever.
To meet these demands and deliver on time, the industry must dramatically improve its approach to efficiency and innovation. But that raises an important question:
Why Does the Construction Industry Struggle to Embrace Innovation?
The answer lies in our culture, practices, and the nature of our work.
Risk Aversion: Construction is fundamentally about identifying, quantifying, and managing risk. From concept design to delivery and beyond, risk assessment governs every decision. Contracts explicitly allocate risk, and because we build structures meant to last 20–100 years—with only one chance to get it right—failure is not an option. Unlike other industries, there are no prototypes or second attempts.
Sticking to What Works: The instinct to rely on proven methods is deeply ingrained. It's why some companies still use carbon copy paper for managing dockets—a practice abandoned in most other industries decades ago.
Resistance to Change: Many industry leaders have built their careers on deep expertise in “the way things are.” A shift toward new methods and technologies could threaten their authority, leading to resistance.
High Cost of Failure: In construction, the stakes are enormous. An unsuccessful attempt at innovation—such as a failed docket tracking system on a megaproject—could have disastrous, costly ramifications.
Certainly, construction has good reasons for being cautious with innovation. Reckless risk-taking would be irresponsible. But our hesitation has become cultural, embedded so deeply that we now overlook countless opportunities to improve productivity.
For too long, the mantra has been:
“If it ain’t broke, don’t fix it.”
Well—it is broken. And with the Olympics looming, we must fix it.
The Role of Mavericks in Transformational Change
So, how do we break free from this cycle?
To explore this, I’ve invited Dr. Ree Jordan—an expert in Organisational Development and Change, Leadership, and Maverickism.
Dr. Jordan’s research delves into mavericks and beneficial non-conformity, examining how unconventional thinkers challenge dominant belief structures and drive meaningful change. While entrepreneurs are often seen as the catalysts for innovation, her work highlights another key player—the Maverick—as a force for transformation within organisations.
With extensive experience leading organisational change, Dr. Jordan has worked across government, universities, non-profits, and industry to enact effective, responsive, and adaptive change in an increasingly complex world.
In our conversation, we’ll discuss how harnessing the power of Mavericks in construction could be the key to overcoming resistance to innovation—and ultimately boosting productivity at scale.
Q&A with Dr. Jordan
1. To start, can you define maverickism in an organisational context?
Maverickism is about people who constructively challenge the status quo. They’re not trying to stir things up for the sake of it, but they do question things, spot problems others miss, and come up with alternative and often better ways to move forward. In a workplace, mavericks tend to operate outside the standard playbook. They’re not afraid to step outside the box if they think that the current way of doing things is holding back or limiting the organisation.
They are independent thinkers who help drive change and innovation in an effort to ‘make a difference’. Mavericks are especially good at identifying grey areas where outdated systems or processes can be worked around creatively to get things moving again. They have a strong sense of when a rule is a flexible guideline versus a strict legislative or governance requirement (and even then, they’ll often look for some ‘wiggle room’).
2. What are some of the key benefits that mavericks bring to an organisation, particularly in industries like construction that struggle with innovation and productivity?
Construction is a cautious industry, and rightly so. The risks are high, and the consequences of getting it wrong can be serious. But that same caution can make it hard to innovate. Mavericks bring a fresh perspective. They challenge old habits, question inefficiencies, and often see opportunities where others see obstacles.
They work within what’s called bounded non-conformity, meaning they push against norms, but they do it with purpose and in line with an organisation’s overarching goals. Their ideas won’t always be perfect or even fit for purpose, but they often spark useful conversations and lead to progress. If they’re constantly shut down, they’ll walk away, and that’s a missed chance to do things better.
3. Can you share examples where mavericks have successfully challenged conventional thinking and driven transformative change within organisations?
Definitely. Here are a few examples from the construction sector:
· Steve Dell’Orto, founder of ConCntric, developed a digital platform to unify preconstruction processes. His approach challenged the fragmented nature of early project planning and improved collaboration and decision-making across teams.
Source: https://builtworlds.com/insights/mavericks-50-2024-innovators-builtworld/
· Francis Thumpasery, co-founder of PermitFlow, tackled inefficiencies in permitting by automating the process. His work has significantly reduced delays and improved compliance, addressing a long-standing bottleneck in construction.
Source: https://builtworlds.com/insights/mavericks-50-2024-innovators-builtworld/
· George White, co-founder of HeadLight, introduced digital inspection tools that enhanced transparency and accountability in infrastructure projects. His innovations have improved project tracking and reduced reporting errors.
Source: https://builtworlds.com/insights/mavericks-50-2024-innovators-builtworld/
· Laing O’Rourke, a UK-based firm, are a pioneer of modern construction methods that challenge traditional industry norms, leading the way in adopting off-site modular fabrication and other innovative approaches that improve sustainability, safety, and efficiency.
Source: https://worldengineeringday.net/partner-stories/laing-orourke/
· ICON, a US-based company, pioneered 3D printing for housing. Their work has enabled rapid, affordable, and resilient housing in areas such as disaster zones and low-income communities, demonstrating how unconventional thinking can radically reshape entire delivery models and solve social challenges through technology.
Source: https://www.cemexventures.com/construction-innovation-2/
Examples of successful maverickism in other sectors include:
· Orange Sky (Social Enterprise sector), founded by Lucas Patchett and Nic Marchesi, started with a simple but bold idea: put washing machines in a van and offer free laundry services to people experiencing homelessness. It was not a typical charity model, and it certainly was not what most people expected. But it worked, because they focused on dignity, connection, and conversation. Today, Orange Sky operates across Australia and has expanded internationally. Their success shows how maverick thinking can lead to scalable social impact, especially when it challenges assumptions about how support should be delivered. Source: https://www.redbull.com/us-en/theredbulletin/orange-sky-laundry
· 3M’s Post-it Notes (Manufacturing and Product Development sector) came about because two employees saw potential where others did not. Spencer Silver developed a low-tack adhesive that did not have a clear use. Most people would have shelved it, but he kept talking about it. Years later, Art Fry realised it was perfect for marking pages in his hymn book. Together, they pushed the idea forward, even when it did not fit the company’s usual product line. That persistence turned a failed experiment into one of 3M’s most iconic products. It is a reminder that mavericks often see value in the things others overlook. Source: https://www.post-it.com/3M/en_US/post-it/contact-us/about-us/
· Dr Barry Marshall (Health sector), an Australian physician, challenged long-standing medical beliefs about stomach ulcers. At the time, ulcers were blamed on stress or lifestyle. Marshall and his colleague Robin Warren believed a bacterium—Helicobacter pylori—was the real cause. When no one took the idea seriously, Marshall drank a solution containing the bacteria to prove his point. It was risky, unconventional, and completely changed how ulcers are treated. He later won a Nobel Prize. His story shows how mavericks can drive major breakthroughs by refusing to accept outdated assumptions. Source: https://www.discovermagazine.com/health/the-doctor-who-drank-infectious-broth-gave-himself-an-ulcer-and-solved-a-medical-mystery
These examples show that when mavericks are supported, they can help reshape how things are done, even in industries and sectors that are slow to change.
4. While mavericks push boundaries, there are obvious risks in letting employees operate without structure. What are the common challenges or drawbacks of allowing too much non-conformity within an organisation?
Encouraging maverick thinking is essential for innovation, but too much non-conformity can be highly disruptive and have an adverse effect on the organisation. If everyone’s doing their own thing, it’s hard to stay on track.
For example, when employees operate without structure, you risk losing alignment across teams, which can lead to inconsistent quality, safety risks, and confusion. Mavericks can be valuable, but without structure, their actions can unintentionally disrupt efficient workflows, frustrate colleagues, and erode trust across the organisation.
It’s not about stopping creativity. It’s about making sure it’s channelled in a way that supports the whole organisation, not just individual agendas. The key is finding a balance and giving people room to think differently while maintaining enough structure to keep everyone moving in the same direction. However, sometimes you may also need a maverick to question if that direction is still one worth following.
5. What can managers and executives do to embrace mavericks while maintaining risk and process control?
The unique ways that mavericks think about things can be valuable, but it needs to be channelled in a way that fits with the organisation’s goals and responsibilities. The idea isn’t for managers and executives to let mavericks do whatever they want, but to create a constructive space where new ideas can be explored and tested. That could be a pilot project, a cross-functional team, or a sandbox environment where ideas can be trialled without affecting core operations. Pairing mavericks with experienced mentors who can help shape their ideas into workable solutions, can also be a great strategy when there is mutual respect between both parties.
Managers should give mavericks autonomy, but within a negotiated framework. That means working with mavericks to establish clear expectations, defining scope, and checking in at identified intervals. For example, if a maverick wants to rethink how subcontractors are scheduled, let them explore it, but make sure they’re working within the project’s timeline and budget, or better yet see if they can reduce the budget required as an added challenge! It’s about giving mavericks freedom to explore and experiment within parameters. However, for a maverick to willingly operate within this frame, they need to be involved in setting the parameters, not just handed them.
It’s also important to listen. If mavericks feel ignored or shut down, they’ll leave. That’s not just a loss of talent, it’s a loss of potential. Supporting mavericks doesn’t mean abandoning structure. It means making room for smart, thoughtful challenges to the way things have always been done.
6. What characteristics define a maverick? Are they naturally disruptive, or can maverick qualities be cultivated over time?
Mavericks are usually creative, curious, independent, and driven by a desire to improve things. They are great at identifying assumptions that may be getting in the way of success, and are not afraid to ask tough questions or suggest alternative approaches. Some people are naturally wired this way, but the right environment can help others develop some of these types of behaviours too.
If you encourage critical thinking, reward initiative and out of the box thinking, and allow people to challenge the norm without fear of backlash, you might start to see maverick-like behaviour emerge. It’s not about being difficult. It’s about being constructive and committed to making a beneficial difference.
7. How can managers and organisations identify mavericks within their teams? Are there behavioural indicators that suggest someone has maverick potential?
Look for people who ask “why” and “what if” a lot. They’re often the ones who see things that the majority miss, question processes, suggest improvements, or push back when something doesn’t make sense. They might get frustrated with inefficiencies or be the first to try a new tool or method.
They’re not just critics. They’re problem-solvers who want to make things work better. If you spot someone like that, don’t shut them down. Give them space to explore their ideas and support them in turning the best of those ideas into action. That’s how you unlock their potential and possibly improve the way your organisation works.
Spotting and supporting these individuals can lead to improvements that benefit the entire organisation. Mavericks aren’t just rebels, they are catalysts. When supported effectively, they can help organisations evolve, adapt, and thrive in a rapidly changing world. In construction and engineering, where the stakes are high and the pace of change is slow, embracing maverick thinking might be the boldest, and smartest move a company can make.
8. Regarding the potential of AI, junior employees from Gen Z and Gen Alpha will be the most AI-literate generation in the workforce. How can organisations ensure that they are harnessing the knowledge of these most junior employees to drive change from the bottom?
Many Gen Z and Gen Alpha employees are particularly comfortable with AI tools and digital workflows, largely because they’ve grown up using technology in everyday life. Their early exposure to smartphones, apps, and online platforms means they often approach new digital tools with confidence and curiosity. They are quick to experiment with them and suggest smarter, more efficient ways of working. To harness this, organisations should create space for bottom-up innovation through initiatives such as reverse mentoring and innovation labs. Through leveraging these strategies and creating space for early-career professionals to lead from the bottom, organisations can unlock new ways of working and remain competitive in a rapidly evolving landscape.
8a. Can you elaborate on reverse engineering and innovation labs?
Reverse mentoring is often used as a strategy to bridge generational gaps and foster a more inclusive workplace. It involves pairing younger employees with more senior colleagues or leaders, allowing the former to share insights on emerging technologies, digital trend, generational shifts, and new ways of working. This not only empowers younger employees but also helps senior staff stay current. Organisations such as Unilever and GE, are great examples of companies that created highly successful reverse mentoring programmes, building positive organisational cultures, and ensuring that they were able to stay ahead of technological advances, especially during periods of rapid change.
Another example of reverse mentoring in popular culture is from the film Moneyball, where Peter Brand (played by Jonah Hill), a young analyst introduces data-driven thinking to Billy Beane (played by Brad Pitt), the seasoned manager of a struggling baseball team. Billy is the one in charge, but it’s Peter’s unconventional approach that ends up reshaping how the team operates. At first Beane resists, but overtime he starts to see the possibilities of this different approach. It’s a useful reminder that fresh thinking, when supported rather than shut down, can lead to real breakthroughs.
Innovation labs are another effective strategy. These are dedicated environments where employees can test new ideas without the constraints of day-to-day operations. Whether physical or virtual, they encourage experimentation and signal that creativity is valued. When done well, they allow early-career professionals to contribute meaningfully to innovation and help shape the future of the organisation. Classic examples of highly successful innovation labs are:
· Lockheed Martin’s Skunk Works exemplifies a high-impact innovation lab, operating as a semi-autonomous unit with minimal bureaucracy. Its unconventional approach led to breakthroughs like the U-2 and SR-71 aircraft, showing how radical innovation can flourish when freed from traditional constraints. Source Bock, L. (2015). Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead. Twelve.
· Google’s Gmail emerged from the company’s “20 percent time” policy, which empowered employees to pursue passion projects. Engineer Paul Buchheit’s side project evolved into one of the world’s most popular email platforms, demonstrating how leadership can foster internal innovation by enabling maverick thinking. Source: Rich, B., & Janos, L. (1994). Skunk Works: A Personal Memoir of My Years at Lockheed. Little, Brown & Co.
8b. What are some tips to implement reverse mentoring and innovation labs effectively in the construction industry?
Reverse Mentoring Tips to Get Started
Start small by pairing a couple of junior staff who are confident with digital tools like AI or BIM with senior colleagues who are open to learning and trying new approaches. Focus on something specific, such as improving digital reporting on site, and agree upfront on what each person will bring to the conversation. Keep the meetings short and regular, and use a simple way to capture what’s working. Treat it as a learning exchange, where both sides have something valuable to offer. It’s not about teaching or correcting, but about sharing different perspectives and practical experience. Keep it relaxed, encourage curiosity, and celebrate small wins to build trust and momentum.
Innovation Labs Tips to Get Started
Use a current project team that’s facing a known challenge, like delays in subcontractor scheduling, and give them a few hours each week to explore new ideas. Let them test a tool or method on a small part of the project, in a safe space where it’s okay to make mistakes and learn from them. Keep things simple and visible by tracking ideas and outcomes in a shared document or weekly update. Invite feedback from other teams to build interest and support. Measure results like time saved or cost reduced, and share these with leadership to show the value and encourage future experiments.
KEY TAKEAWAYS
Four key step to begin unlocking the power of maverickism in your organisation.
Identify your existing mavericks:
Look out for those who ask what-if? and why?
Notice those who aren’t afraid to offer dissenting (yet constructive) opinions.
Seek out those who propose unconventional solutions to common problems.
Recognise those who challenge assumptions and reframe problems creatively.
Create a place for maverickism:
Encourage critical thinking, reward initiative and out of the box thinking.
Foster psychological safety - Allow people to think outside of the box without backlash
Create innovation sandpits for low stakes experimentation
Promote cross-functional collaboration to spark divers perspectives
Allow autonomy through a negotiated framework
Balance innovation and structure – freedom within boundaries
Engage with your mavericks to create clear expectations, defined scope, and checking-in intervals
Listen to your mavericks and integrate relevant insights into strategic decisions
Utilise the AI-savvy Gen Zs at the bottom of your organisational chart
Implement reverse mentoring programs to bridge generational knowledge
Establish Innovation labs where staff can prototype ideas.
Encourage bottom-up innovation to give voice to those closest to emerging trends
