Collaboration Defines AEC Industry Success
May 9th, 2017
Our recent post on the importance of networking relates closely to today’s topic of collaborative working relationships. A major function of networking is getting to know the people from different firms who will work with you on some of the same projects.
Consider this plain and simple definition of the AEC Industry:
“The architecture, engineering and construction (AEC) industry consists of separate players who work together to bring a project to fruition. By integrating these seemingly separate entities into a single industry, architects, engineers and contractors can work more efficiently to achieve a common goal.” – imscadglobal.com
This definition illuminates one of fruits of networking. Nurturing relationships with other consultants and contractors on the same project alleviates friction and finger-pointing between the collaborators. Better cooperation makes each entity stronger and streamlines project implementation… not to mention makes for a more enjoyable working experience. Perhaps a good way to remind ourselves of what the AEC acroynm is all about is to think of it as standing for “All Entities Collaborating.”
As an industry, we have a little work to do on improving our relationships according to Nancy Greenwald of the Construction Institute. She was recently published in the NEREJ, in an effort to highlight some of the major issues discussed in the organization's straegic planning sessions. Topping the list was the concept of improving relationships among industry stakeholders.
Greenwald writes, “No building, road, bridge or other construction project can be completed without collaboration among a diverse group of participants. And yet, as an industry, we are not very good at collaborative problem solving.” She goes on to talk about the importance of aligning the interests of project participants to the vision and goals of a successful outcome.
Long term project success must be everyone’s goal!
Forward-thinking collaboration is great for business, as Greenwald’s article declares: “Multiple case studies demonstrate that the savings to be gained from collaborative processes on large projects can be measured in millions of dollars and in months, if not years. These savings can be shared among participants.” When every collaborator considers carefully how to best leverage the unique strengths of the others and provides his or her own expertise in turn, more efficient methods and processes result, often after the contracts are awarded, thus increasing overall project profitability and quality of work.
Collaboration is everyone’s business
It’s vitally important to keep improving your relationships with fellow Industry comrades. Make sure to work on both your upstream and downstream relationships. If you’re a General Contractor for example, build rapport with owners, architects and engineers of course, but always remember your subcontractors and suppliers. Your carpenters, plumbers, electricians, landscapers and other tradesmen rely on your leadership and will represent your company on the job site. Give them the full respect due any team player and listen carefully to their concerns. They work the trenches and experience firsthand what the next process improvement might be.
Practice what you preach
Make your collaborative approach a core theme in your proposal writing. By aligning your firm with top industry talent and properly highlighting the collective strengths that you offer, potential clients will see the true depth and shared experience that you bring to the table. Don't just list your consultants... explain the specific reasons that prompted you to include them on the organizational chart!
Do you have examples of how your firm works collaboratively with industry partners? Drop me a note.
