8
on clear requirements and field testing, AEC firms must thoughtfully evaluate technology solutions against proven business needs and measurable benefits. When considering technology, firms often face a fundamental choice between two options: ■ Build. Developing custom software and tools internally can offer tailored solutions aligned precisely to your workflows. But custom solutions come with their own complexities: longer timelines, higher initial investment, and ongoing maintenance responsibilities. ■ Buy. Commercial off-the-shelf software is generally faster to deploy and comes with vendor support. However, it might require compromises or adaptations in your existing processes and is often not designed to work exactly the way your firm operates. Neither option is universally superior. Evaluate carefully by weighing your organization’s unique needs, timelines, and budgets. Always choose the path that demonstrably improves your firm’s operations and provides tangible ROI. Additionally, when evaluating software solutions, consider more than just the price tag. Assess the full scope of impacts, including: ■ Implementation and integration efforts. Will this tool smoothly integrate with existing software and processes, or will it disrupt workflows? ■ Training and change management. Do not underestimate training. Lack of proper training is one of the most common reasons technology implementations fail. Ensure the team has dedicated resources and ample time to adapt to new systems. ■ Support and scalability. Will this solution meet your firm’s growth expectations? Does the provider offer responsive support and a clear development roadmap? The decision to adopt technology should always be driven by evidence. Only proceed when your studies or pilot projects clearly demonstrate measurable efficiency, productivity, or profitability gains. Integrating people, processes, and technology isn’t a one-off project. It’s an ongoing process that should be a continual part of managing your firm. Remember, the true strength of Iron Man isn’t the suit itself but the person inside. Similarly, the real power of your firm lies not in the technology alone, but in the synergy of dedicated people, clearly defined processes, and strategically selected technology. Nick Heim, PE is a CORE industry advisory board member at BQE. Connect with him on LinkedIn.
NICK HEIM, from page 7
■ Early-career professionals (0-5 years). While these professionals are widely perceived as digitally native, they’re often thinking ahead when it comes to innovation. The perceived innovativeness of your firm significantly influences their decision on where to work, and they naturally gravitate toward workplaces that visibly embrace advanced technology. Beyond operational efficiency, technology serves as a powerful recruitment and retention tool, as early-career professionals seek firms aligned with their comfort and fluency in technology. ■ Mid-career professionals (5-15 years). Often considered the “workhorses” of a firm, mid-career professionals provide essential guidance, mentorship, and training to the early-career group. Their interaction with technology is frequently practical. They leverage technology tools daily to deliver projects, manage processes, and solve problems. Ensuring these professionals have robust, effective technological resources and appropriate training directly enhances firm productivity and enables them to lead effectively. ■ Late-career professionals (15+ years). These experienced professionals bring strategic oversight and decision- making capability. While they might not need to understand every technical detail or even use the software themselves, their judgment is vital for evaluating how technology fits within the firm’s broader vision. Their role involves assessing technology investments for their long- term value, operational alignment, and their impact on organizational effectiveness, rather than day-to-day use. By recognizing these distinct perspectives, firms can strategically integrate technology in ways that engage each career group effectively, enhancing operational efficiency and fostering a culture of innovation. PROCESS: J.A.R.V.I.S. – THE OPERATIONAL BACKBONE. If people are the visionaries, then processes are the nuts and bolts of your firm. This is the operational backbone that enables your team to execute its vision. Business process mapping is an essential practice, providing stakeholders with clarity about exactly how the business operates, from initial client contact to project closeout. This could take many forms, a simple one being a flowchart that maps the process and the individual steps along the way. After mapping out the processes that make a business run, it’s valuable to conduct baseline studies. The concept of ROI on technology investments is powerful, but only when you know exactly what you’re comparing against. If you suspect a particular process is inefficient, conduct a brief, structured study. Determine precisely how long tasks take and establish clear benchmarks. You may be surprised by the findings. Sometimes, the most profitable decision is simply to maintain the status quo. TECHNOLOGY: THE IRON MAN SUIT. Technology exists to support the processes dictated by your people. It can greatly amplify productivity if it aligns strategically with your business. Like Tony Stark meticulously refining the Iron Man suit based
© Copyright 2025. Zweig Group. All rights reserved.
THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586
Made with FlippingBook flipbook maker