2020 has been a peach, hasn’t it? A global pandemic. Raging wild fires. Riots and looting. Facemask battles. Ongoing trade wars. Election-year shenanigans. Recession fears. Increasingly divisive politics. Everything canceled. (Lest we forget zombie deer and murder hornets.)
In a year of jobsite shutdowns, project delays, funding pitfalls, and project postponements—and with no guarantee of a more prosperous 2021—it is understandable for AEC firm leaders to take a guarded, hunker-down stance when planning for next year and beyond. It is natural for firms to focus first on “right sizing” the business by slashing investments, overhead, and operational costs.
But these positions of passivity and cost-cutting run counter to the key lessons from AEC leaders who successfully navigated their firms through past market downturns and economic events, says Scott Winstead, President of FMI Management Consulting, who’s firm last year studied takeaways and strategic lessons from the Great Recession (BDCnetwork.com/DownturnLessons).
A common mistake AEC firms make during down cycles, says Winstead, is running the firm as a collection of projects, versus a business. “It’s a subtle but very distinctive difference that speaks to the long view versus the short view, and to the notion that you can’t save your way to prosperity,” says Winstead.
The firms that came out of the Great Recession in growth mode, according to the FMI research report, focused on investing in their clients, people, and business; they diversified their services and found unique ways to outperform the competition; they streamlined their operations and put their “A” players in a position to succeed and grow the business; and they created a company culture that is nimble, collaborative, and transparent.
Winstead says 2020-21 should be no different. “If I think back to 2008 and the beginning innings of the Great Recession, I heard then what we heard early on in this scenario, which is mistaking backlog as a proxy for health,” he says. “Backlog is a reflection of work that has already been sold and booked, and is in the process of being burned off. Past performance is no guarantee of future results.”
The key finding of the FMI research, which gathered insights from more than 150 engineering and construction executives, was that AEC leaders who increased their financial investment in strategy reported higher effectiveness in operations, strategy, and overall company performance, compared to respondents who either didn’t do anything or decreased spending in that area. “Strategic thinking and planning are among the top leadership skills needed to be an effective leader during a recession,” wrote the authors of the report.
Download the FMI report, “Leading Through Business Cycles: Lessons Learned From E&C Executives,” at: BDCnetwork.com/DownturnLessons.
Related Stories
| Jul 9, 2014
The one misstep that could be slowing your company’s growth
Change. It’s inevitable. And success for any professional may very well depend on how well we adapt to it. SPONSORED CONTENT
| Jul 9, 2014
First Look: SOM's design for All Aboard Florida Fort Lauderdale rail station
The lightweight and luminous design "responds to its setting and creates a striking infrastructural icon for the city," said SOM Design Partner Roger Duffy.
| Jul 8, 2014
Fast-track naval hospital sparks sea change in project delivery [2014 Building Team Awards]
Through advanced coordination methods and an experimental contract method, the Building Team for Camp Pendleton’s new hospital campus sets a new standard for project delivery.
| Jul 8, 2014
Does Zaha Hadid’s Tokyo Olympic Stadium have a design flaw?
After being criticized for the cost and size of her stadium design for the 2020 Olympics in Tokyo, a Japanese architect points out a major design flaw in the stadium that may endanger the spectators.
| Jul 8, 2014
Frank Lloyd Wright's posthumous gas station opens in Buffalo
Eighty-seven years after Frank Lloyd Wright designed an ornamental gas station for the city of Buffalo, the structure has been built and opened to the public—inside an auto museum.
| Jul 8, 2014
Lost in the Museum: Bjarke Ingels' maze will make you look up and around
The maze, located in the National Building Museum, is a precursor to an exhibit showcasing some of BIG's projects. To navigate the maze, people must look up.
| Jul 7, 2014
5 factors that can affect thermal stress break risk of insulated glass units
The glass type, glass coating, shading patterns, vents, and framing system can impact an IGU’s risk for a thermal break.
| Jul 7, 2014
Team unity pays off for a new hospital in Maine [2014 Building Team Awards]
Extensive use of local contractors, vendors, and laborers brings a Maine hospital project in months ahead of schedule.
| Jul 7, 2014
7 emerging design trends in brick buildings
From wild architectural shapes to unique color blends and pattern arrangements, these projects demonstrate the design possibilities of brick.
| Jul 7, 2014
A climate-controlled city is Dubai's newest colossal project
To add to Dubai's already impressive portfolio of world's tallest tower and world's largest natural flower garden, Dubai Holding has plans to build the world's largest climate-controlled city.
