The future for the construction industry will be marked by significant leadership transitions. The influence of the baby boom generation (born between 1946-1964) as a dominant force shaping the industry will begin to ebb as the boomers gradually transition out of their roles.
This phenomenon will continue to cause a cascade of challenges and opportunities, including:
- Transferring ownership to a new generation of leaders
- Capturing and embedding the cumulative knowledge of outgoing employees
- Developing intentional, purposeful succession plans
- Growing high-potential employees' ability to lead versus manage and think strategically versus operationally
- Preserving organizational culture so it can be propagated for future generations
- Shaping business models to meet the demands of a volatile and uncertain market
The best-performing companies are those who recognize the coming reality and prepare thoughtfully and intentionally with a line of sight to their envisioned future. FMI brings the rigor of extensive industry knowledge, deep hands-on experience and tested process to the leadership transition needs of the future. The Center for Strategic Leadership works with A/E/C companies of different scale and scope to navigate the transition process and put plans in place to help organizations build enduring greatness.