Research shows that high-functioning boards actively engage in strategy development, risk mitigation, succession planning and monitoring organizational performance. These high-level, strategic responsibilities typically play out in four or five meetings per year. With such short touch time together as a team, how do boards ensure the depth of thinking and attention to detail essential to make wise […]
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This is the first article in our two-part series examining developmental relationships in the engineering and construction (E&C) industry. In this installment, we discuss the various types of developmental relationships and provide tips on how to find the perfect partnership.
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Once you’ve identified your team of directors, a formal onboarding process will ensure that they provide value to the organization from the outset. Without a formal onboarding process, it can take years for new directors to add significant value to your board – representing a significant waste of both time and dollars.
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The concept of shared leadership has become an innovative and sometimes controversial solution to succession planning. This is where a few leaders are selected to fill a traditionally singular role in an organization.
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Whether facing tight market conditions or unbridled growth, perennially successful senior leadership teams fix their eyes on a few critical things.
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It was business as normal until the end of Rocks Construction’s fall quarterly board meeting, when the CEO announced that he was retiring in 18 months. This came as a surprise because the last time the CEO’s retirement was discussed, the actual event wasn’t planned for another 3-5 years.
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Many people are attracted to a career in the A/E/C industry because they love the tangible quality of building something; they love action. As the labor market continues to heat up, many organizations are searching for development tools that will rapidly move leaders to the next level, create training opportunities for eager high potentials, and gain a competitive hiring and retention tool.
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Building on an already strong M&A market in 2017, the Canadian and U.S. E&C industry is on track to exceed nearly everyone’s expectations for deal activity in both transaction volume and value in 2018.
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2017 was a strong year for FMI Capital Advisors and the overall infrastructure services market. Engineering and construction markets have been growing and the M&A environment in the middle market has been very active with project and service pipelines at historically robust levels.
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I think that after you read the 2018 “New Day, New Mindset– Rethinking Offsite Construction” Owner Survey that FMI, CURT and CII have put together, you will take away some powerful themes that jumped into my consciousness.
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