Working in the built environment often means juggling various bits of information and trying to make the most informed choices. Weighing how broader economic and political trends will affect your business can be a challenge and can feel daunting.
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Do you have a leading operations program? No matter how profitable your company, you can always improve your operations to make sure you’re ready for good times and downturns. In this article, FMI’s Gregg Schoppman details some of the reasons why you need to pay attention to your operations now.
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Given the volatility we experienced in 2020, many mechanical, electrical, and HVACR firms are wondering what the M&A market is looking like in 2021.
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Emerging stronger and better is an ambitious theme for the first quarter of 2021. For while rising vaccinations and falling infection rates are great news, the effects of the COVID-19 pandemic on the economy and built environment are substantial and in some geographies and sectors will be long-lasting.
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The demand for HVACR and other mechanical and electrical services companies has been white-hot for the past few years, but at FMI we’re seeing buyers flock to the sector at record rates in 2021
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All too often companies cut investments in people development and talent management when times get tough.
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Depending on which direction the economic recovery moves in, here’s what E&C firms can do now to prepare for the future, including compensation planning.
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While almost every business has been deeply affected by the COVID-19 virus, few have been able to successfully deploy solutions to the urgent problems facing society. The FMI team had the opportunity to interview Faith Technologies’ senior vice president John Gunderson, who runs Faith’s manufacturing division, Excellerate, to learn how his team is leveraging existing capabilities to innovate […]
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In the COVID-19 world, leaders are being asked to do what can feel like impossible tasks. Not only are they dealing with the uncertainty brought on by this crisis at a societal level, but also they’ve had to figure out how to lead virtually, manage family schedules and dynamics at closer range, think through their COVID-19 business recovery plan, and stay in touch with and care for their people.
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If you are a leader during COVID-19, it’s likely that you and your co-workers are going through an extremely difficult time. Chances are you’re trying to balance some diametrically opposite forces: the personal stress of radical uncertainty versus the imperative of leading and inspiring others.
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