Here are 10 questions all E&C firms should be asking themselves as they either reinvent existing ownership transfer and management succession plans or develop brand-new ones.
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It’s time to embrace what matters and ignore what doesn’t. As we move into the second quarter of 2021, there’s reason to be cautiously optimistic about what lies ahead.
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If you explore the landscape for mergers and acquisitions (M&A) for contractors, the mechanical, electrical and plumbing (MEP) sectors have always represented a vibrant component of the built environment for transactions.
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How can owners ensure business continuity when they’re ready to relinquish ownership and management responsibilities?
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A year into the COVID-19 pandemic, the country is beginning to open back up.
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This isn’t the time to ignore the operating environment and hope everything gets better soon. Instead, start strategizing now for the future.
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COVID-19 continues to alter the building products industry. The firms that will thrive in 2021 are turning their attention to setting strategic plans and executing on what differentiates them from the competition.
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As design and construction executives navigate through 2021, many are reaching the same conclusion: The more things change, the more the leadership fundamentals remain the same.
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With 2021 infrastructure investment likely to remain the same as 2020, companies need to prepare for fewer opportunities for growth and increased competition.
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Addressing common concerns about working from home now and supporting employees through the current disruption will improve trust, reduce worker turnover and build teams that are invested in your organization’s future.
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