Taking stock of current trends, and building a strategy for the future

In the design profession it is easy to be enamored by the latest and greatest. From virtual reality, to visual scripting and computational design, we often focus on pieces of the puzzle. To see the forest for the trees, however, we need to take a step back, and build a strategic vision for how these efforts come together. Only then will we be able to divine a clear picture of what the future holds.

Future Processes Take Shape

Evolving Role of Technology Specialists

In decades past, technology specialists programmed AutoCAD toolbars and worked on establishing drawing standards. The role has naturally evolved as software changes across the firm. Now standards are established by BIM managers and specialists write Revit toolbars to automate processes. While these working models require additional manpower and overhead to maintain, firms are finding significant value in past work. In an era where data creates value, the race is on to glean intelligence from past work. The key question is whether that intelligence can be applied to grow the business.

Visual Scripting Offers Easy Access to Advanced Analyses

An increasing number of young architects are able to work with visual scripting languages. As such, mastering Grasshopper and Dynamo will be essential to compete in the new marketplace. With plugins like Ladybug, architects have easy access to advanced environmental analyses that used to require cumbersome external software packages. Plugins like HumanUI offer a glimpse into the future where dashboard-like interfaces will offer immediate feedback to design decisions. These tools will increasingly differentiate sophisticated firms, but ease of access to these tools will make it hard for one firm to stay ahead of the pack.

Business Building Opportunities

Proprietary Software Reaches Maturity and Faces Startup Competition

Taking a broad survey of the industry, many AEC firms created proprietary technology products during the tech boom of the late 90’s and early 2000’s. These products and business strategies have survived to maturity, but are starting to be eclipsed by well-funded startups. Flush with millions in venture capital funding, these startups do not have legacy business to protect, and are free to imagine their services outside of the architectural sphere, thus posing a significant threat to established players. To adapt, AEC firms should either grab a piece of these startups through venture capital spending, or pivot back to their core competencies where clients still require assistance. Depth of knowledge still matters, industry veterans simply need to take new approaches to demonstrate value.

Ensuring a Win in the Long Game

Under-leveraged University Connections

To keep a healthy research and development pipeline for the next 15 years, it is vital that new ideas are kept flowing. Some ideas work, some don’t, thus it is strategic to conduct experiments in low-risk environments away from the core business. Firms that establish productive working relationships, where education acts as a precursor to practice will be able to reap the rewards down the road. As organizations throughout the world search for solid foundations, now is the time to redefine these relationships.

COVID-19 Favors the Bold

The pandemic has led to a wave a risk aversion, forcing firms to shore up short term financials and cancel business building efforts. The longer we take to control the spread of COVID-19, the more we will grow accustom to our new habits. People will get into the rhythm of working at home, and there will be less push to bring people back into the office. It’s an event that will reward firms who charge into the future, identify long-term opportunities and adapt in the new work paradigm.

The future is waiting, we have to make it come true.