Normalize disruption 

If we want to build the next class of critical thinkers in the AEC industry, we must not only encourage, but coach, disruptive thinking. 

By Michael Makris, P.E.

We’ve all heard the classic gray-haired engineer say, “Nobody thinks anymore.” I don’t have gray hair, yet, but I’ve caught myself saying the same thing. The challenge we face in the architecture, engineering, and construction industry isn’t a lack of hard work or technical expertise. Fundamentally, it is a shortage of engagement with bright minded critical thinkers.   

So how do we create more critical thinkers?  

It’s simple: We make space for our people to think critically. We encourage disruption and we allow the bright minds entering the work force to challenge the status quo. We need to STOP asking our young professionals to “learn the ropes” before they are allowed to question them. The AEC industry is evolving faster than ever before. Innovation within AEC firms is no longer optional – it is essential. It’s time we normalize disruption and actively invite our youngest (and brightest) minds to rethink how we work and why.  

Here’s how you can normalize disruption in your firm: 

• Invite the disruption. Create a culture that rewards curiosity. Encourage team members to test new processes or explore emerging software. Empower young professionals not only to explore new ideas but to build a business case for change. 

At BHC, we’ve found a powerful way to invite disruption early in one’s professional career – through our intern program. The program gives us an audience of intelligent, motivated future professionals. It allows us to identify, mentor, and develop the next class of business disruptors, while challenging us to think and respond differently. 

Each summer, we pair our interns with an innovation project. The project is identified by our team members as an area ripe for improvement or exploration. It’s a win-win: interns gain experience solving meaningful problems, and we benefit from their fresh thinking, free from the “how it’s always been done” attitude. Often, these projects spark new ways of working that benefit our organization and our clients. 

• Identify the milestones. Innovation comes with missteps and that’s okay. Define clear decision points: When do we pivot? When do we press forward? When do we walk away? Address risk concerns early, this builds confidence and keeps innovation focused. 

• Make it a shared experience. People talk: About what they like, and what they don’t. Leverage that behavior. Give your team the tools, the voice, and the environment to act on what they see. Innovation thrives in collaboration, not in silos.  

• Never let a mistake go to waste. Failure is part of progress. Whether a project missed the mark, a client was disappointed, or a proposal fell flat, each moment is a chance discuss, to reevaluate, and to learn. Mistakes are tuition we all must pay – get your money’s worth.  

• Disruption without direction is chaos. To turn disruption into progress, businesses need a north star. Why are we innovating? What do we want to achieve? Disruption should be strategic, not just aspirational – it needs to end with actionable insights.  

At BHC, we use a framework of NOW and NEXT goals:  

• NOW goals address immediate needs – like updating or developing new standard operating procedures as clients, projects, and technology change. 

• NEXT goals are forward-looking – like embracing emerging technologies or expanding into new markets or services. 

Leaders throughout the organization should be provided with perspective on both NOW and NEXT goals. They know the day-to-day better than anyone and often see inefficiencies that others miss. They can bring new energy and fresh ideas to the table. Give them the opportunity – and the support. You will be surprised by the meaningful change that can occur in your organization. 

To align with our goals, we have created NOW and NEXT leadership teams at our firm. These teams exist to bring together the variety of goals and disruptions acted on at our firm and provide that north star to all the talented disruptors in our business.  

Disruption doesn’t mean chaos. If done right, it is intentional progress. If we want to build the next class of critical thinkers in the AEC industry, we must not only encourage, but coach, disruptive thinking.  

or exploration. It’s a win-win: interns gain experience solving meaningful problems, and we benefit from their fresh thinking, free from the “how it’s always been done” attitude. Often, these projects spark new ways of working that benefit our organization and our clients. 

Identify the milestones. Innovation comes with missteps and that’s okay. Define clear decision points: When do we pivot? When do we press forward? When do we walk away? Address risk concerns early, this builds confidence and keeps innovation focused. 

Make it a shared experience. People talk: About what they like, and what they don’t. Leverage that behavior. Give your team the tools, the voice, and the environment to act on what they see. Innovation thrives in collaboration, not in silos. 

Never let a mistake go to waste. Failure is part of progress. Whether a project missed the mark, a client was disappointed, or a proposal fell flat, each moment is a chance discuss, to reevaluate, and to learn. Mistakes are tuition we all must pay – get your money’s worth. 

Disruption without direction is chaos. To turn disruption into progress, businesses need a north star. Why are we innovating? What do we want to achieve? Disruption should be strategic, not just aspirational – it needs to end with actionable insights. 

At BHC, we use a framework of NOW and NEXT goals: 

NOW goals address immediate needs – like updating or developing new standard operating procedures as clients, projects, and technology change. 

NEXT goals are forward-looking – like embracing emerging technologies or expanding into new markets or services. 

Leaders throughout the organization should be provided with perspective on both NOW and NEXT goals. They know the day-to-day better than anyone and often see inefficiencies that others miss. They can bring new energy and fresh ideas to the table. Give them the opportunity – and the support. You will be surprised by the meaningful change that can occur in your organization. 

To align with our goals, we have created NOW and NEXT leadership teams at our firm. These teams exist to bring together the variety of goals and disruptions acted on at our firm and provide that north star to all the talented disruptors in our business. 

Disruption doesn’t mean chaos. If done right, it is intentional progress. If we want to build the next class of critical thinkers in the AEC industry, we must not only encourage, but coach, disruptive thinking. 

Michael Makris, P.E. is a project manager at BHC and a 2024 Rising Star Alumni. Connect with him on LinkedIn. 

See the 2025 Rising Stars of the AEC Industry here.