This issue of the Quarterly highlights some key innovations and transformations that are taking place across today’s built environment and sheds light onto this seemingly quiet yet pervasive transformation.
How to develop a business strategy that outwits Amazon Business at its own game.
How E&C firms can take their huge data sets and transform them into usable, actionable intelligence that improves competitive advantage, enhances efficiencies and supports high levels of productivity (2018).
How E&C firms are using shared leadership strategies to transfer their businesses to the next generation of leaders.
How technology and integration expertise are becoming key competitive differentiators for design and engineering firms focused on facilities and buildings.
How building product manufacturers can take advantage of offsite construction trends and adapt their distribution models.
Zurich’s top picks for promoting productivity and mitigating risk.
How to develop an engineering and construction organization that values, cultivates and fully leverages innovation at all levels.
Assessing the key M&A deals for construction technology and what they mean for the E&C industry.
This edition of the Quarterly focuses on C-suite leadership, corporate governance, field leadership, ownership transition, risk management and the importance of leaving a legacy for your company.
Welcome to the third edition of the 2018 FMI Quarterly. We’re now well into the second half of the year, and our authors are all thrilled to be able to share a fresh batch of insights, advice and trends with you over the next few pages.
How to get the most value out of your leadership development investment.
Success in business today comes down to field leaders’ ability to stimulate performance not only through hard skills like quality and process improvements, but also through soft skills like motivating and influencing others.
The built environment offers the private equity community an opportunity to invest in strong, growth-oriented companies with competitive returns.
An accurate assessment of your own level of self-awareness takes effort and vulnerability, but if you commit to doing it, the positive results will follow.
Fully embracing the “Three Lines of Defense” model can mitigate risk and optimize future opportunities.
E&C companies largely fail to invest in ongoing education and development at the board level. Here’s how they can get on the right path.
With over 90% of E&C firms not being candidates for sale to a third party, employee stock ownership plans can serve as a viable succession planning tool for owners looking to transition out of their businesses.
How to effectively balance recognition and rewards with independent board governance.
Welcome to the second-quarter issue of the “2018 FMI Quarterly.” With a focus on Canada, this issue explores the various facets of the E&C industry in a country that, while a close neighbor to and ally of the U.S., has its own unique, independent qualities.
A look at how strategic, deliberate talent development can make a significant difference in an organization’s current and future growth.
The phase between substantial completion and final acceptance can be one of the hardest bridges to cross, but the rewards of getting there are worth the extra effort.
Hurricanes and wildfires in North America have brought new insights to risk management strategies. Can your risk register weather the storm?
Technology connects us, informs us, entertains us and changes the way we think, but how is it shaping customer expectations in the construction industry?
Here’s why organizations that invest in their future leaders are always ahead of the curve.
A viable means to repair and upgrade infrastructure, particularly in a strained economy where public resources are limited and private capital needs strong, risk-adjusted investment opportunities, P3 maintains a strong presence in Canada.
They say the grass isn’t always greener, but this year it may be in the case of U.S.-Canada cross-border M&A activity.
It’s time to start incorporating a millennial-focused talent development strategy in the E&C workplace.
With continuing industry growth trends, labor and productivity challenges, and retiring boomers, it would be easy to maintain focus on addressing the opportunities and challenges of the here and now. The risk in remaining solely focused on the short term is that the industry will likely look and operate very differently in 10 years than it does today, and firms may find themselves on the outside […]
This article was written in response to the rise of venture capital focused on construction technology and disruptive startups, such as Katerra. In it, by examining case studies from other industries, we explored how industry disruption was unfolding.
Assessing the role of emerging technologies in easing workforce gaps for engineering and construction firms.
A simple shift in perspective regarding boards of directors can lead to a cascade of the best decisions an E&C industry owner will ever make.
How smart E&C companies must get ahead of disruption by finding ways to adapt and innovate to remain relevant.
A look at what types of employees the E&C industry will need over the next few years and how top companies are working to fill those positions now.
By being innovative and fully leveraging technology, E&C firms can effectively address the various levels of complexity within their projects while assuring quality and timely project delivery.
How to select a technology solution that aligns with your company’s overall direction and optimizes resources and information.
How the rise of solar photovoltaics (PV) is creating significant Operations and Maintenance (O&M) opportunity for today’s engineering and construction (E&C) industry.
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