The Fourth Industrial Revolution (4IR) is often narrated as a story of Silicon Valley disruption, of automation and algorithms reshaping our world from the top down. But if we want to understand how this technological seismic shift is being harnessed for genuine, sustainable, and inclusive progress, we need to look elsewhere. We need to listen to voices like that of Professor Lerato Aghimien, writes Ido Lekota.
An associate Professor and Head of the Department of Construction Management & Quantity Surveying at the University of Johannesburg, Professor Lerato Aghimien is a leading academic and innovator who is at the forefront of driving the digital and sustainable evolution of the construction industry in Africa. Her work provides critical insights and roadmaps for professionals, companies, and policymakers looking to navigate the rapid changes brought by new technologies.
Professor Aghimien’s academic and research work actively shapes the relevance of the Fourth Industrial Revolution (4IR) by focusing on preparing people for the future of work and using innovation to solve real-world problems sustainably. Collaborating with her co-researcher and husband Doughlas Aghimien and Professor Ohis Aigbavboa at the University of Johannesburg, she co-authored ‘Construction Workforce Management in the Fourth Industrial Revolution’, which promotes digital innovation and progressive management to build a skilled, stable, and engaged construction workforce. Her leadership model emphasises guiding technology toward inclusive, lasting benefits rather than competing against it.
Recently, Leadership Magazine engaged Aghimien, exploring the journey and vision of a black woman academic who stands at the critical intersection of skills development, contextual innovation, and deep-rooted sustainability.
You have transitioned from industry into academia with great success. What inspired your move into academia, and how has your industry experience influenced your academic and leadership approach?
My transition from industry to academia was a natural progression motivated by a passion for knowledge sharing and improving the built environment. My experience in industry revealed practical challenges, inspiring a belief that change starts in education by shaping future professionals. Academia provided a platform to integrate practical experience with research, curriculum development, and mentorship. At the University of Johannesburg, I found alignment with values of innovation and impactful scholarship. On the other hand, my industry background informs teaching and leadership by bridging theory and practice through real-world case studies and industry partnerships. As a leader, I emphasise collaboration, strategic thinking, and inclusivity, applying these to academic management and supervision. The ultimate aim is to graduate professionals who are academically strong, industry-ready, socially conscious, and capable of fostering sustainable communities in Africa and beyond.
As Head of the department of Construction Management and Quantity Surveying, what are your key priorities in driving transformation and innovation within your department?
As Head of the Department of Construction Management and Quantity Surveying at the University of Johannesburg, my focus is on driving transformation, innovation, and industry relevance. Transformation emphasises curriculum responsiveness, inclusive teaching, decolonised content, gender equity, indigenous knowledge integration, and student access. Innovation involves adopting digital technologies like Building Information Modelling (BIM), sustainability, and smart construction, alongside promoting interdisciplinary collaboration. Industry engagement and graduate readiness are prioritised through partnerships that integrate practical experience, mentorship, and entrepreneurial skills. The overall vision is to lead a socially responsive, academically strong, and future-oriented department that advances South Africa’s transformation and sets a continental benchmark in construction education.
Your research focuses on digital transformation, workforce management, and health and safety technologies in construction. How do you see these fields evolving over the next decade, and what impact do you hope your work will have?
My research centres on digital transformation, workforce management, and health and safety technologies as vital drivers for advancing construction in the Global South. I foresee these areas evolving into fully integrated intelligent systems using AI, IoT, and BIM, requiring new mindsets and skills. Workforce management focusing on agility, inclusivity, and continuous up-skilling, especially empowering women and youth. Health and safety technologies shifting from monitoring to proactive prevention, combining advanced tools with a strong safety culture. The goal is to produce relevant, context-specific knowledge that influences policy and practice, promoting safer, efficient, and equitable construction. The vision is a technologically advanced, people-centered, future-ready industry reflected in research, teaching, and partnerships.
You are actively involved in promoting gender equity in the construction sector. What are the major challenges women in construction still face, and what strategies have proven most effective in overcoming them?
Gender equity in construction became my focus through my master’s student’s interest and a collaboration that saw me winning the British Council’s Going Global Partnerships grant for a project addressing barriers faced by Black and minority ethnic women in the built environment—including systemic challenges such as persistent gender bias from early education, limited leadership access, unsupportive workplace culture, and the lack of visible diverse role models. The project adopts a lifecycle-intersectional approach to address the “leaky pipeline” where many women leave the sector due to insufficient support and equity. Strategies include creating mentorship networks, advocating inclusive workplace practices with industry partners, and promoting visibility of women leaders. The work emphasises the crucial role of men as allies to achieve lasting change, framing gender equity as both a moral and strategic imperative for sustainability, innovation, and growth in the built environment.
You have supervised numerous students and emerging scholars. What principles guide your mentorship philosophy, and how do you foster inclusive and impactful research collaborations?
I view mentorship as a deeply personal and vital value shaped by my own experiences with mentors like Prof. Clinton Aigbavboa, Prof. Sehaam Khan, and someone who is a peer mentor, co-researcher and my husband Doughlas Aghimien. These relationships have been foundational to my academic and professional growth. As a mentor in multiple leadership roles, my emphasis is on intentionality, inclusivity, and empowerment—tailoring support to individual needs, creating safe and affirming spaces, and promoting intellectual independence. I also foster interdisciplinary, real-world research collaboration and encourage mentees’ active participation in publishing and conferences. Mentorship, for me, is transformational, focused on belief, challenge, and celebrating growth, continuing the cycle of support I have received in my career.
Your international research exchange and collaborations broaden your perspective. How do global trends and innovations influence your teaching and research in South Africa’s construction sector?
International research exchange and collaboration have significantly influenced one’s academic and leadership development by providing global insights that inform South Africa’s construction teaching, research, and sector engagement. This includes integrating global innovations like BIM and AI into curricula while adapting to local challenges such as skills gaps and infrastructure. On the other hand, collaborative research broadens perspectives, enhances rigor, and drives practical, innovative solutions with a Global South focus. I actively support young researchers through joint projects and exchanges, aiming to contribute African leadership to international standards. Overall, I see global cooperation as essential for creating stronger, shared solutions in construction.
How important is the relationship between academia and the construction industry in addressing the skills gap and accelerating technological adoption, and what roles does your department play in this?
At the University of Johannesburg, this collaboration is strategic, ensuring graduates are technically skilled, digitally literate, and adaptable. In my several leadership roles I also support initiatives such as an Industry Advisory Board that co-designs curricula, organise site visits and internships for real-world experience, joint research on industry challenges, and seminars that facilitate knowledge exchange. In this regard national projects with the Construction Industry Development Board (CIBD) include postgraduate conferences, industry addresses, and focused research. Student engagement through the Construction Student Forum fosters networking and employment opportunities. Overall, the department strives to bridge the gap between academia and industry to produce innovation-driven, industry-ready professionals and accelerate sector transformation.
How has the post-COVID world reshaped construction education, and what innovative approaches are you implementing at UJ to prepare students for future industry challenges?
The book emphasises that technology in the 4IR era should be seen as an enabler, not a threat, with automation handling repetitive tasks while humans focus on strategic roles. It stresses the need for adaptive leadership, continuous up-skilling, and digital literacy, with academia and industry collaborating to integrate 4IR principles into education and professional development. Inclusive workforce transformation is critical, ensuring marginalized groups like women and youth benefit from accessible learning and mentorship. Organisational agility, data-driven cultures, and innovation are essential for firms to thrive. Overall, adapting to 4IR means redefining work, inclusion, and leadership for a resilient construction workforce ready for future challenges and opportunities.
Looking ahead, what is your vision for the construction industry and built environment professions in South Africa, particularly in terms of equity, innovation and sustainability?
My vision for South Africa’s construction industry is one that is equitable, innovative, and deeply sustainable across social, economic, and technical dimensions. I see the built environment as an important foundation for inclusive growth and resilient society. For me, equity means removing barriers related to race, gender, and socioeconomic status, promoting talent and integrity through transformative action in hiring, empowerment, and education. Innovation should focus on context-specific, practical solutions that harness smart technologies and digital tools to address local challenges while ensuring inclusivity and real impact.