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
| Nov 17, 2011
Hollister Construction Services renovating bank in Union City, N.J.
Project is part of a series of ground-up construction and renovation assignments.
| Nov 16, 2011
Project completion of BRAC 132, Office of the Chief Army Reserve Building, Ft. Belvoir, Va.
This fast-tracked, design-build project consists of a three-story, 88,470 sf administrative command building housing approximately 430 employees.
| Nov 16, 2011
Architecture Billings Index moves upward
The Architecture Billings Index climbed nearly three points in October.
| Nov 16, 2011
CRSI recommends return to inch-pound markings
The intention of this resolution is for all new rollings of reinforcing steel products to be marked with inch-pound bar markings no later than January 1st, 2014.
| Nov 16, 2011
John Patelski joins Ghafari as executive vice president
As executive vice president, Patelski will be responsible for expanding the firm’s services in new strategic markets.
| Nov 15, 2011
Struggling economy demands construction industry embrace enterprise-wide risk management
In today’s business environment of high supply and limited demand, it has become especially vital for organizations in the construction sector to effectively manage risk.
| Nov 15, 2011
Suffolk Construction breaks ground on the Victor housing development in Boston
Project team to manage construction of $92 million, 377,000 square-foot residential tower.
| Nov 15, 2011
Miller joins Perkins Eastman as regional manager, Middle East and Northern Africa
Miller joins Perkins Eastman with more than 48 years of experience in architecture, design management, and construction administration for planning and infrastructure.
| Nov 14, 2011
Summit Design+Build selected at GC for new Office Concepts headquarters
The new headquarters will include 17,000 sf of office space and 15,000 sf of warehouse and feature 24 ft ceilings, an open floor plan, two conference rooms and one training room and will feature sustainable finishes throughout.
