How do you ensure your firm has both the will and the way to succeed in this increasingly competitive market?
One of my favorite expressions from learning French, “vouloir, c’est pouvoir” (where there’s a will, there’s a way), has been a guiding mantra throughout my entire AEC career over the last 15 years. Originally, I connected with it as a powerful professional motto, but over time, I began to channel its meaning into my broader passion and strengths, driving value creation for AEC firms at Zweig Group through strategic growth planning. This phrase speaks to a timeless truth; however, its full potential is often untapped.
The question AEC leaders must ask is: How do you ensure your firm has both the will and the way to succeed in this increasingly competitive and evolving market?
In this article, I explore how to bridge the gap between the will and the way through well-crafted, forward-looking growth strategies. By doing so, your firm can inspire and lead teams to build a future filled with possibility, progress, and success.
The will: Vision as the starting point. In any growth journey, the will is your firm’s vision – a five- to 10-year big, bold goal with vivid descriptions of what it will be like to achieve the goal. A true big, bold vision is clear and compelling, serves as a unifying focal point that unites efforts and ignites team spirit. It also has a clear finish line, so your firm can know when it has finished climbing the “mountain” and is ready to move on to other ones.
One of the most common pitfalls among AEC firm leaders is overanalyzing whether an envisioned future is the correct one. Your role is to create and shape the future, not predict it – there can be no right answer. In fact, crafting an effective envisioned future requires a certain degree of unreasonable confidence and commitment.
The vision must be bold, forward-thinking, and aligned with market opportunities and organizational strengths. For firms in the AEC industry, where projects can span years and involve large, multidisciplinary teams, having a unifying vision is especially critical; otherwise, firms risk becoming reactive. They may focus only on the next contract or project rather than charting a course for long-term growth and innovation.
In short, a vision serves as a motivational force, aligning everyone in the organization – from leadership to junior staff – toward a common big, bold goal. But while vision is necessary, it’s not sufficient. Without a clear roadmap to bring your vision to life, even the most passionate teams can feel lost, uncertain, and disengaged.
The way: Strategy and execution. Once the vision is established, the next crucial step is to define the way – the strategy that will lead you there. Strategic growth planning is the cornerstone of this process. It bridges the gap between where your firm stands today and where you want to be in the next three to five years. A well-crafted strategy ensures your vision doesn’t remain a distant dream but becomes an actionable, measurable goal.
For AEC firms, this means identifying growth opportunities both externally and internally. Externally, it involves market penetration, client diversification, service expansion, mergers and acquisitions. potential partnerships, innovative project delivery methods, and/or emerging technologies, just to name a few. Internally, it requires fostering an innovative culture, assessing your firm’s strengths, operational efficiencies, and the leadership needed to inspire growth.
Without a forward-looking strategy, even firms with the most visionary leaders risk stagnation. The strategy is the blueprint that outlines how to leverage your firm’s strengths and resources, capture opportunities in the market, and navigate challenges. It is the manifestation of “where there’s a will, there’s a way.”
But strategy can only be successful when coupled with disciplined execution. This is where many firms falter. They may have the “will” to grow but lack the “way” to get there due to unclear priorities, fragmented execution, or insufficient buy-in from key stakeholders.
In short, a strong execution plan turns your strategic vision into a series of achievable steps. Teams need to understand how each project, decision, and process ties back to the bigger picture. Without this connection, even the most well-designed strategy can fail to ignite the necessary action.
Growth as the bridge between “will” and “way.” To truly live the concept of “vouloir, c’est pouvoir,” AEC firms must embrace a holistic growth mindset, understanding that growth is not a destination but an ongoing process.
Growth, both internal and external, becomes the key to creating forward momentum. In today’s fast-paced AEC landscape, growth strategies need to focus on leveraging technology, embracing sustainability, and anticipating the evolving needs of clients and markets. It also means fostering a culture of innovation, where teams are empowered to explore new ideas and take calculated risks to move the firm forward.
In short, growth isn’t just about revenue; it’s about increasing your firm’s capacity to lead, innovate, and adapt. A firm that bridges vision and execution through strategic growth planning creates a culture where “where there is a will, there is a way” isn’t just a motivational quote – it’s a lived reality.
Moving forward: Why the time is now. To recap, growth drives performance, shapes culture, retains the best talent, attracts more top performers, and fosters innovation. It’s also what your top talent deserves and desires.
As leaders in the AEC industry, your role is to inspire, guide, and mobilize your teams to bridge the gap between vision and strategy. Without both, growth that is both sustainable and profitable remains out of reach.
If you and your firm are ready to take the next step in building a growth-focused future, now is the time to act. By crafting and executing forward-looking growth strategies, you can redefine what’s possible and inspire those around you to join in on this journey. Contact me if you need support or a sounding board for strategic growth planning and execution.
Ying Liu, MBA, LEED AP BD+C is director of Growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.
