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© 2011 FMI Corporation 1
Creating Your Preferred Future: The Next Steps
Steven J. Isaacs, PEDivision ManagerFMI CorporationA/E Consulting Services Division
ACEC 2011 Spring ConferenceWashington, DC
© 2011 FMI Corporation 2
Agenda
Uncertainty Process to deal with uncertainty• Scenarios• Key Drivers• Current Direction and Impacts• How things are playing out• What it means for creating preferred
futures
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Uncertainty
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What’s going on?
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What do we do?
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Initiate a new kind of planning
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What matters to you?
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Why does scenario planning work?
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Examples of four AEC future scenarios
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Key Drivers from AEC Futures Study
Global Drivers• Degraded infrastructure worldwide• Competition for resources
Social Drivers• Aging population and firm leadership• Mobile, independent workforce
Economic Drivers• U.S. loses economic dominance to China• Volatile energy prices• Global cooperation to smooth economic fluctuations
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Key Drivers from AEC Futures Study (continued)
Technology Drivers•Advances in design and construction methods•Advances in operations and life cycle•Technology: faster cheaper better more
Political Drivers•Increased regulation of built and natural environments•Government control over resources•Sudden turmoil in the Middle East
Environmental Drivers•Worldwide sustainability movement
•Tight regulation of natural environment
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How macro trends impact your firm locally
Turmoil in Middle East increased price of project materials energy cost impacts on clients
Advances in technology increased price of project materials energy cost impacts on clients
Momentum of green building increased price of project materials energy cost impacts on clients
MACRO trends produce micro trends
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Industry Trend Progress: faster movement
• Price pressures and competition, including from non-U.S. firms
• PPP
• Merger & acquisition – industry consolidation
• Pressure on small- and medium-sized firms
• Green building
• War for talent is flaring up again
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Industry Trends Progress: s-l-o-w-e-r movement
• Recession has not fully played out
• Government funding
• States turning federal funding away
• Enormous need for infrastructure goes unfunded.
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Setting Goals
• Come out of process with a new kind of firm
• Come out with a new set of leaders who understand strategic thinking
• Come out with both a long-term view and a short term action plan
• Come out with a way to grow, or not to grow
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Caveats
• Groupthink• Treating plan as an abstract
idea lacking passion• Exciting work -- boring work
means you’re on wrong track• Ignoring return on
investment• Don’t just grab numbers
without understanding which matter
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What should be considered?
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A Collaborative Process
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Increasing Knowledge
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Tangible planning effort
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What should the planning process be open to?
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What is the result?
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To order a copy of the complete AEC Futures Report, including
full descriptions of the four future scenarios, visit the FMI
website:
http://www.fminet.com/future-of-the-aec-industry.html
How to get the AEC Futures Report
© 2011 FMI Corporation 24
Steven J. Isaacs, PE– Division Manager– A/E Consulting Services Division– Phone: 925-934-7200– E: [email protected]
Speaker
© 2011 FMI Corporation 25
About FMI
Founded in 1953 by Dr. Emol A. Fails, FMI provides management consulting and investment banking for the worldwide engineering, architecture and construction industry.
FMI delivers innovative, customized solutions to contractors; construction materials producers; manufacturers and suppliers of building materials and construction equipment; facility owners, managers and developers; engineers and architects; surety companies; and industry trade associations.
FMI’s experienced professionals assist businesses with strategic planning, leader and organizational development, business development, research, mergers and acquisitions, peer groups, private equity placement, project execution and training.
Knowledge • Expertise • Relationships
Visit us at www.fminet.com