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
| May 18, 2011
Former Bronx railyard redeveloped as shared education campus
Four schools find strength in numbers at the new 2,310-student Mott Haven Campus in New York City. The schools—three high schools and a K-4 elementary school—coexist on the 6.5-acre South Bronx campus, which was once a railyard.
| May 18, 2011
Eco-friendly San Antonio school combines history and sustainability
The 113,000-sf Rolling Meadows Elementary School in San Antonio is the Judson Independent School District’s first sustainable facility, with green features such as vented roofs for rainwater collection and regionally sourced materials.
| May 18, 2011
New Reform Jewish Independent school opens outside Boston
The Rashi School, one of only 17 Reform Jewish independent schools in North American and Israel, opened a new $30 million facility on a 166-acre campus shared with the Hebrew SeniorLife community on the Charles River in Dedham, Mass.
| May 18, 2011
Design diversity celebrated at Orange County club
The Orange County, Calif., firm NKDDI designed the 22,000-sf Luna Lounge & Nightclub in Pomona, Calif., to be a high-end multipurpose event space that can transition from restaurant to lounge to nightclub to music venue.
| May 18, 2011
Lab personnel find comfort in former Winchester gun factory
The former Winchester Repeating Arms Factory in New Haven, Conn., is the new home of PepsiCo’s Biology Innovation Research Laboratory.
| May 18, 2011
Addition provides new school for pre-K and special-needs kids outside Chicago
Perkins+Will, Chicago, designed the Early Learning Center, a $9 million, 37,000-sf addition to Barrington Middle School in Barrington, Ill., to create an easily accessible and safe learning environment for pre-kindergarten and special-needs students.
| May 18, 2011
Raphael Viñoly’s serpentine-shaped building snakes up San Francisco hillside
The hillside location for the Ray and Dagmar Dolby Regeneration Medicine building at the University of California, San Francisco, presented a challenge to the Building Team of Raphael Viñoly, SmithGroup, DPR Construction, and Forell/Elsesser Engineers. The 660-foot-long serpentine-shaped building sits on a structural framework 40 to 70 feet off the ground to accommodate the hillside’s steep 60-degree slope.
| May 18, 2011
New center provides home to medical specialties
Construction has begun on the 150,000-sf Medical Arts Pavilion at the University Medical Center in Princeton, N.J.
| May 18, 2011
Improvements add to Detroit convention center’s appeal
Interior and exterior renovations and updates will make the Detroit Cobo Center more appealing to conventioneers. A new 40,000-sf ballroom will take advantage of the center’s riverfront location, with views of the river and downtown.
