|
AEC firms often discover too late that their ownership problem is really a leadership-development problem.
Mark Zweig recently wrote that many AEC firms spend years developing exceptional technical professionals while investing little time teaching them how a business actually works. Architects and engineers learn how to design buildings, infrastructure, and systems, but often receive little exposure to profitability, cash flow, collections, ownership, or strategic decision-making. The result is predictable: firms develop strong technicians but too few future business leaders.
While this leadership challenge affects every aspect of firm performance, it has particularly significant implications for mergers and acquisitions.
| 
