Monthly Archives: March 2016
Posted on March 28, 2016 by FMI CorporationDriven in part by regulatory pressure, ethics programs are gaining prominence within firms whose leadership have made it a priority, and further throughout the industry, supported by associations like the Construction Industry Ethics and Compliance Initiative (CIECI) and the Associated General Contractors of America (AGC). At FMI, we regularly explore what motivates engineering and construction firms to invest in ethics programs, and how they facilitate awareness and enforcement of ethics policies. Here are seven best practices that we’ve identified through our research: 1. Ethics starts at the top – the leader must champion ethics policies, practices and attitude. Mitch Haddon, president and CEO of ColonialWebb, implemented a values system and leadership playbook after a period of company growth. The leadership playbook details the exact behaviors that managers should exhibit throughout the organization, a cue for the entire staff. “Common sense doesn’t appear ‘common’ until you have it written that way,” he explains. “The playbook for leadership behaviors creates the value system at all levels.”
This post was posted in Consulting, Research, Center for Strategic Leadership and was tagged with ethics, ethics construction industry, construction, NRCI 2014 Q2, business ethics, construction ethics, engineering ethics, engineering industry
Posted on March 21, 2016 by FMI CorporationLeaders in the construction industry have long dealt with volatility, uncertainty, complexity and ambiguity ("VUCA") on a daily basis. In fact, VUCA is part of the industry's DNA. Today, though, the pace of change and the speed of information flow are transforming the global business landscape more than ever, escalating risk and vulnerability at all organizational levels. In the construction industry particularly, the failure rates associated with untested, uninformed decision-making have pushed executives to become vastly more creative, flexible and nimble when it comes to identifying and managing risk and solving problems. Unfortunately, many of today's construction leaders are ill-equipped to deal with their companies' many moving parts and are now seeking innovative ways to develop their leadership capabilities.
This post was posted in Consulting, Center for Strategic Leadership, Talent Development and was tagged with construction industry blog, CEO in construction, construction executive, construction leadership development, construction executive institute, leadership development
Posted on March 10, 2016 by FMI CorporationIt’s all around us. Doctors are looking at patterns of effective care; retailers are watching how customers move around their stores, looking for merchandising clues; and taxis are unsure what to do about Uber’s algorithm-driven pricing model. If the construction industry thinks the status quo will leave it alone, it needs to think again. At the very least, the industry must hire up-and-coming next-generation employees — individuals who are already living 100% in a data-driven world. They expect nothing different from their workplaces. Of course, there are other imperatives too, including: Profitability. Pennies add up to real profits. Construction is still notoriously inefficient. Why, for example, do mom and pop retail stores have sophisticated real-time inventory processes and technology, and construction companies rarely have any? That type of data control is basic for leveraging daily productivity and increasing profitability.
This post was posted in Consulting, Center for Strategic Leadership, Technology and was tagged with construction industry, construction industry future, data and construction, data construction industry, data increase profitability