The ability to adapt rather than resist is what separates the firms that thrive from the ones that fade.
Bruce Lee once said, “Be like water, my friend.” He meant it as both a mindset and a way of moving through the world. Water is adaptable, aware, and willing to change form depending on what is in front of it. It does not force itself through a wall. It studies the obstacle, moves around it, wears it down, or waits until it can pass through.
AEC leaders know this well from experience, because water is also one of the greatest threats to the long-term success of a building or project. Left unchecked, it can erode foundations, infiltrate walls, and compromise years of careful design. That tension, water as both a threat and a model for adaptability, is a lesson worth thinking about in how we lead and manage our firms.
Our industry never really sits still. Client needs shift with the economy. Technology changes faster than most firms can. Employee expectations evolve constantly. The reality is that what worked five or 10 years ago probably will not carry you through the next decade. We can either brace against that fact or figure out how to move with it.
Inside every firm are small signals about where things are working and where they are not. People will tell you what is getting in the way if you listen long enough. Frustration about inefficiencies, burnout, or lack of communication are all indicators that something needs to change. The same is true when you hear energy around new ideas or opportunities that do not fit the traditional model. Those conversations are worth leaning into.
Externally, the market sends signals too. Clients are talking more about sustainability, resilience, and efficiency. New delivery models are starting to take hold. Partner firms are experimenting with tools and service mixes that did not exist a few years ago. Paying attention to those shifts does not mean chasing every new idea that comes along. It means staying curious enough to recognize when the world around you is starting to move in a new direction.
Adaptability in a firm does not come from tearing everything down. It comes from building a culture that is comfortable making adjustments in smaller, faster ways. It might mean giving teams room to test new ideas without waiting for top-down approval. It might mean rethinking job descriptions or team structures that have become too rigid. It might mean forming partnerships that open new doors or rebalancing the kinds of projects your firm pursues. The key is to stay in motion and to make learning part of how you operate.
What I have seen in the best AEC firms across the country is that they all have one thing in common: they pay attention. They listen to their people, their clients, and their collaborators. They make small bets, learn from them, and adjust along the way. They do not get too comfortable, and they do not assume that past success guarantees future results. That openness is what keeps them relevant.
The opposite of that is rigidity. Too many firms hold onto the idea that predictability equals stability. Predictability can feel safe until the market shifts, and suddenly your processes, priorities, and pricing are out of step with the world around you. Real stability comes from confidence, the confidence that your people can adapt, that your culture supports change, and that you have the leadership in place to navigate whatever comes next.
At Zweig Group, we have seen this lesson play out firsthand. Our founder, Mark Zweig, built this company on a willingness to adapt. Over nearly four decades, the business has evolved through changing markets, new ownership, and different eras of growth, but the spirit has always been the same. Stay curious, move forward, and never get stuck. That adaptability is the reason Zweig Group is still here today.
The same principle applies to every firm in this industry. The world will keep changing, and the question is how well you can listen, learn, and adjust as it does. Whether you are rethinking your services, your people strategy, or your role in the market, the ability to respond rather than resist is what separates the firms that thrive from the ones that fade.
So take Bruce Lee’s advice. Be like water. Stay flexible. Stay aware. Keep moving.
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Chad Coldiron is a principal and director of client relations and development at Zweig Group. Contact him at ccoldiron@zweiggroup.com. |
