For AEC Companies—AI Tools Must Come with AI Strategy and Culture

When you talk about the future of AI in the AEC industry, you’ll get reactions ranging from unbridled enthusiasm about its potential to outright resistance given the uncertainty and risks.

As with any business imperative, leaders of AEC companies have a responsibility to set the vision and execute against that vision—which can feel especially complex in the case of AI. Yet, ensuring employees, clients, and business partners are aligned on a path forward is critical as we enter this new frontier of AI together.

Here’s where I stand: I’ve been with my company, VHB, for 30 years. With our investments in technology, VHB operations look completely different from when I first started as a traffic engineer. I’ve seen a lot of change, but this feels dramatically different—and I’m enthusiastic about the opportunities before us.

We’re adopting widespread AI strategies. Beyond accelerating routine and repetitive tasks, we’re leveraging secure, generative AI assistants and agents to rapidly write scripts and custom software. AI is helping us analyze large and complex data sets. We’re scenario planning and visualizing more and different options quickly.

But we recognize that innovation needs to remain grounded in strategy, and that unease about AI is real for some. AEC leaders have a responsibility to put in place AI strategies and policies that align with the company’s mission and values and build a foundation for long-term success.

As companies consider the future of AI in their work, here is what that looks like for us:

Keep AI Human-Centered

We’re clear that AI is intended to augment our people’s talent, experience, and judgement. It will not replace the technical acumen, strategic thinking, strong client relationships, ethical decision-making, and genuine care for our communities that define our work.

The roles are clear: our people frame the challenges and opportunities, set direction, and make decisions. AI supports that work by expanding options, accelerating drafting and analysis, and surfacing insights we can act on. Context, creativity, trust, care, and professional responsibility are brought by our people and remain essential.

Promote Widespread AI for All, Not Some, Employees

For an AI strategy to thrive, AI needs to become part of a company’s culture. Everyone on our team is expected to thoughtfully leverage AI and other new tools where they help create more space for innovation, problem solving, and a focus on high-impact client challenges.

Adoption will evolve over time and vary by role and discipline. But we view exploring AI as a shared responsibility, and we’re investing in education and training to include everyone.

Employees particularly excited about leveraging AI can participate in an AI-focused Teams Channel and join monthly AI office hours.

Govern AI Strategy at the Highest Levels of the Company

Clients and employees alike expect that decisions around AI strategy involve leaders up to and including the CEO.

AI initiatives at VHB have Board oversight and are guided by cross-functional leadership, including representatives from operations, IT, legal, risk management, people + culture, and business lines. We also have an AI Strategy & Ethics Group. This approach supports VHB in making decisions that balance innovation with risk management and our commitments to clients.

Creating this type of process enables us to protect client trust—trust that we’re taking data security seriously, that our AI usage complies with our policies on handling confidential information, and that we can explain clearly and transparently how AI is being incorporated into client projects. In fact, we want to proactively build awareness among clients of how we use AI securely and responsibly and how we believe it enhances innovation and creativity in the way we deliver for them.

Welcome AI Questions and Differing Perspectives

Companies should expect and welcome a range of perspectives as they integrate AI. AI raises important questions about how our work may evolve and what it means for individual roles and career paths. We encourage open, transparent dialogue around any of the myriad topics associated with AI—from automation to data privacy to sustainability. These are all issues we are considering and addressing as we widely adopt these technologies.

The story of AI in AEC is still being written, and we’re learning every day. How our industry chooses to apply these tools will matter as much as the tools themselves. This is the moment for us to get it right.