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At BHC, we use a framework of NOW and NEXT goals:
MICHAEL MAKRIS, from page 3
or exploration. It’s a win-win: interns gain experience solving meaningful problems, and we benefit from their fresh thinking, free from the “how it’s always been done” attitude. Often, these projects spark new ways of working that benefit our organization and our clients. ■ Identify the milestones. Innovation comes with missteps and that’s okay. Define clear decision points: When do we pivot? When do we press forward? When do we walk away? Address risk concerns early, this builds confidence and keeps innovation focused. ■ Make it a shared experience. People talk: About what they like, and what they don’t. Leverage that behavior. Give your team the tools, the voice, and the environment to act on what they see. Innovation thrives in collaboration, not in silos. progress. Whether a project missed the mark, a client was disappointed, or a proposal fell flat, each moment is a chance discuss, to reevaluate, and to learn. Mistakes are tuition we all must pay – get your money’s worth. ■ Never let a mistake go to waste. Failure is part of ■ Disruption without direction is chaos. To turn disruption into progress, businesses need a north star. Why are we innovating? What do we want to achieve? Disruption should be strategic, not just aspirational – it needs to end with actionable insights.
■ NOW goals address immediate needs – like updating or developing new standard operating procedures as clients, projects, and technology change. ■ NEXT goals are forward-looking – like embracing emerging technologies or expanding into new markets or services. Leaders throughout the organization should be provided with perspective on both NOW and NEXT goals. They know the day-to-day better than anyone and often see inefficiencies that others miss. They can bring new energy and fresh ideas to the table. Give them the opportunity – and the support. You will be surprised by the meaningful change that can occur in your organization. To align with our goals, we have created NOW and NEXT leadership teams at our firm. These teams exist to bring together the variety of goals and disruptions acted on at our firm and provide that north star to all the talented disruptors in our business. Disruption doesn’t mean chaos. If done right, it is intentional progress. If we want to build the next class of critical thinkers in the AEC industry, we must not only encourage, but coach, disruptive thinking. Michael Makris, P.E. is a project manager at BHC and a 2024 Rising Star Alumni. Connect with him on LinkedIn.
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THE ZWEIG LETTER MAY 12, 2025, ISSUE 1585
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