Bentley shifts its color – and its focus – to green
One of the first thing to notice when arriving at Bentley’s annual BE Conference in Baltimore May 27 what that Bentley’s predominant blue color scheme had changed to a lighter green.
One of the first thing to notice when arriving at Bentley’s annual BE Conference in Baltimore May 27 what that Bentley’s predominant blue color scheme had changed to a lighter green. Bentley’s new messaging went beyond color to a fundamental shift in philosophy and a fundamental effort on Bentley’s part to lead in that area.
Bentley CEO Greg Bentley told the user group event in his keynote that sustainable manufacturing design would transcend the traditional way for designers and developers to think about building the new plants, roads and infrastructure needed to meet the energy and environmental challenges of the coming decade.
Bentley’s message, “Sustaining Infrastructure” was the overriding message for the BE Conference, and a key message delivered by the CEO.
“Our society’s quality of life depends largely on the quality of our infrastructure,” Bentley said. “But wiser use of nonrenewable resources, and controlling accumulating wastes, are vital to long-term quality — and quantity — of life. As technical professionals, I think we recognize that sustaining our environment is not incompatible with sustaining our economies, given infrastructure improvement investments.”
Bentley discussed some of its new acquisitions and innovations designed to help take greater advantage of the advances in 3D imaging and design software and the need for faster replication of systems and buildings.
Bentley said the idea of integrated project delivery would become common among all players in a plant design, for example — from architect to plant manager to maintenance supervisor.
“Every distributed-project team participant has a direct stake in the business of delivering the infrastructure asset — the bridge or plant or building,” said Bentley. “That is, design professionals have at least an economic interest in successful construction, if not also operations and maintenance.
“I go so far as to predict that almost every one of your organizations will be involved with integrated project delivery in the foreseeable future, if not already,” he said. “For contracting firms, even if your capacity is sufficient for traditional design work today, it’s probably not a viable plan to sustain growth merely through increased billable hours, given resource constraints: you need to add — and be paid for — more value with fewer hours. And owner-operators will not settle for less than the improved project quality and asset performance that integrated project delivery achieves.”