From strategy to delivery: a comparative analysis of MMC roadmaps

Modern methods of construction (MMC) are promoted as a means of delivering infrastructure more quickly, affordably and sustainably. However, uptake remains uneven, constrained by a fragmented industry, misaligned incentives and limited institutional coordination. In response, governments have turned to roadmaps to diagnose barriers and coordinate action to support MMC transitions. While governments frequently position roadmaps as policy instruments capable of leading change, their role in translating strategy into action remains poorly understood. Using an assessment framework drawing on policy implementation literature, a comparative analysis is conducted involving four government-commissioned MMC roadmaps in the US, MY and the UK. The study examines how roadmaps characterise the challenges facing MMC uptake, how they translate these into operationalised solutions and whether proposed actions are subsequently realised. Substantial gaps are revealed in the translation of identified problems into specific solutions and realised outcomes. Roadmaps were most effective when the changes required to support MMC adoption were clearly defined, aligned with existing initiatives and developed by organisations with the authority and capacity to implement them. MMC roadmaps are most likely to influence implementation when conceived as organisation-specific coordination and delivery tools rather than broad, sector-wide strategies.

POLICY RELEVANCE

Evidence-based guidance is provided for policymakers and practitioners who seek to use roadmaps to advance the adoption of MMC. MMC roadmaps are most effective when they: focus on identifying barriers to MMC uptake rather than framing MMC as a solution to broader issues; translate strategic intent into specific actions; align proposals with existing initiatives; and assign responsibility to organisations with the authority and capacity to deliver proposed actions. More broadly, the study highlights the importance of embedding roadmaps within existing governance structures rather than treating them as standalone policy instruments. MMC roadmaps are therefore most likely to influence implementation when conceived as organisation-specific tools for coordinating and directing action, rather than as broad, sector-wide strategies.