2020 Q4
2021 and Beyond: Why Operational Excellence Matters
2020 has been incredibly difficult due to the pandemic, economic recession and many other COVID-19-related disruptions to everyday life and commerce.
2020 has been incredibly difficult due to the pandemic, economic recession and many other COVID-19-related disruptions to everyday life and commerce.
What does increased competition mean for your business? How will you become more competitive?
Tips for effectively assessing your current labor pool, making the necessary adjustments and preparing for future success.
A look at COVID’s impact on engineering and construction M&A and what could be around the corner in 2021 and 2022.
An examination of the new normal COVID-19 productivity factor.
Watching, waiting and ignoring changes until the COVID-19 pandemic is over isn’t going to work. Here’s why.
This issue of the FMI Quarterly aims to help leaders and managers understand, contextualize and arm themselves with useful tools and new ways of thinking during this time of extraordinary change.
Companies that avoid a nearsighted view and take a holistic view of new market opportunities will be best positioned to succeed in 2021 and beyond.
Learn from industry leaders on how you can start building agility today to position your company effectively for future “black swan” events like the global pandemic.
Following best practices in fleet management can mitigate key challenges and create a competitive advantage for companies that maintain a high level of fleet performance.
How heavy and highway construction contractors can use good insights, facts and forecasting tools to pave the way to future success (in any market conditions).
Building momentum for effective ownership transfer and management succession both during and after the crisis.
Differentiation is all about value, which represents those things that a customer is willing to pay a bit more for.
The business environment can change overnight, presenting daunting, unanticipated challenges as well as genuine opportunities for those who have prepared for the unexpected.
By now, the operating plan and budget you opened the year with have been scrapped. Unexpected, but appropriate. The top of this business cycle, the longest expansion in U.S. history, vanished over a weekend in early March. Ninety days on, the global economy is in steep decline and dragging the Built Environment down with it.
As the smoke begins to clear on the global pandemic, liquidity management will be a business imperative for the foreseeable future.
One electrical construction and automation services provider used its agile business strategy to break through the barriers during coronavirus pandemic and prepare for the next disruption.
How one E&C company decided to grab the global pandemic by the horns instead of waiting around for it to impact its operations.
Key strategies that E&C companies can use to proactively restart projects that were impacted by COVID-19.
Paving a path forward for suspended and resumed projects.
Why E&C companies need to approach strategy differently in times of heightened uncertainty and volatility.
How E&C firms can leverage technology to support their strategic and operational objectives.
Here are five solid lessons taken from the Great Recession that all E&C firms can be using right now to navigate the complexities of the current marketplace.
As the smoke begins to clear on the global pandemic, liquidity management will be a business imperative for the foreseeable future.
In our first Quarterly edition of 2020, you’ll find our top ten articles of the past decade. Most of these topics are still relevant in today’s E&C business environment and cover a broad range of industry issues. Authors also provide updated introductions to their articles and describe how and why their articles are still relevant for today’s business leaders.
It’s been nearly 200 years since French educator and writer Jean-Baptiste Alphonse Karr uttered the epigram, “the more things change, the more they stay the same”; but those words still hold true today. The question is, is history repeating itself, albeit on a larger scale.
Define risk management in construction, and what would your answer be?
Artificial intelligence in construction was just in its infancy when this article was published. The technology remains in very early stages and is expected to continue to evolve for years to come.
In a world and industry where the pace of change is growing exponentially, this article is a timeless reminder of how the management teams of best-in-class companies should be creating and implementing their strategies.
Consolidation in the construction industry has steadily increased over the past 10 years. In the utility construction segment, we’ve seen the market capitalization of the top 10 public companies grow by 65% over the past decade.
Every year we see increasing attention paid to sustainable building design—and with good reason.
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.
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.
Transitioning a business to a new generation of leaders, no matter what decade you are in, has always been a multifaceted, emotional and intricate process—one that is easy to put off due to the anxiety it can generate.
Construction technology investment and overall mergers and acquisitions (M&A) activity are stronger than ever.
Get our latest insights delivered directly to your inbox.