As we start a new year, we’re filled with hope and the promise of change. Our firms, agencies, universities and organizations look at our mission, vision and strategic plans to measure how we did in 2025 as well as what adjustments we need to make to ready for the future.

In previous columns, I’ve discussed streamlining permitting and delivery, the reality of the workforce shortages that will get worse during the next decade, and the growing needs of U.S. infrastructure. With a $3.7 trillion backlog in the next decade just to get to a state of good repair, how do we have the time, financial and human resources to address innovation and a future world vision? How do we deliver on the credo of the engineering profession: “Creative problem solving?”

What I’ve learned throughout my career was punctuated by a certificate program I participated in by the Wharton Executive Education program: “Corporate Governance: Maximize Your Effectiveness in the Boardroom!” As we came out of the COVID shutdown era, there were drastic landscape changes. I was a new GHD and ASCE Board member and felt I needed to sharpen my skills on effective organization leadership and transformation, considering the drastic changes we were seeing. It was a great primer to this current era of speed-of-light changes and our need to pivot on a regular basis.

Get Out of the Comfort Zone

As engineers, we’re incredible tacticians. Give us a problem, and we roll up our sleeves to find multiple possible solutions should things change. But stepping back to imagine what could be, especially without constraints, isn’t what we regularly do, so that takes some planning and forethought.

As we think of our paths forward, try developing a plan with a blank sheet of paper. Consider that all ideas belong to the “yes, and” rather than the “no, but” category. Innovative ideas are collaborative, while “no, but” shuts ideas down.

Don’t just tweak what you’re now doing, as that won’t provide the necessary nimbleness and change. Look at your core mission and values as well as how you plan to be future-forward. With that framework, you can work on the roadmap to get from here to there on a reasonable, yet aggressive, timeline. By incorporating intermediate milestones and key performance indicators, you’ll be able to steadily measure success. That success will energize people to continue the journey.

Another important element is to include a diverse set of people at the table—from early career professionals to senior leadership and across a variety of technical specialties and geographies. As you engage a diverse group, you will avoid groupthink and come up with transformative ideas.

The Process Works

I’ve seen this process work at the American Society of Civil Engineers (ASCE) in the latest strategic plan I set into motion as well as the transformative changes we’re now embracing not just to survive the future, but to thrive. As I take over as the interim executive director, the strategic plan will be our road map.

I’ve also seen how this process works at GHD. With the Administration’s shift in infrastructure priorities, our ability to understand those changes and bring our skills, experience and strategic plan into our great client-experience work has proved to grow our business successfully in tumultuous times.

The ability to adapt is key. May 2026 be a year that you trim the sails to find an effective and efficient path forward, even if you can’t control the wind. Have a happy, healthy and prosperous new year!