The construction industry faces persistent inefficiencies, with projects often failing to meet time, cost, quality and other conditions of satisfaction. This study investigates real estate owners’ early perceptions of Lean Integrated Project Delivery (Lean IPD) as a potential solution, analysing the acceptance of principles such as early stakeholder involvement, risk-reward compensation, and open-book accounting among other key features in Lean IPD. A survey of 62 professionals in Real Estate development compa-nies in Spain was conducted, analyzing their experience with collaborative contracts and Lean techniques, including Last Planner System and Target Value Design. Statis-tical methods such as hierarchical clustering and PLS-SEM modeling revealed two dis-tinct groups: those receptive to Lean IPD’s economic mechanisms and those less in-clined. While governance principles like early collaboration and team co-responsibility received widespread support, skepticism was noted toward economic transparency practices due to cultural and structural barriers. Additionally, the findings indicate a significant gap in formal training for Lean IPD. Despite challenges, there is strong in-terest in adopting Lean IPD, driven by its potential to address critical project ineffi-ciencies. The study concludes that successful Lean IPD implementation requires stra-tegic leadership from owners, targeted training programs, and a cultural shift within the industry to embrace collaborative and transparent practices.