The construction industry is experiencing a transformational shift towards innovation, brought on by persisting challenges like labor and productivity. The embrace of innovation has become a necessity. Individuals need to be more productive. Systems and processes need to be more efficient. That was the thinking of Burns & McDonnell Chair and CEO Leslie M. Duke, when she established the company’s innovation office and appointed Matt Olson as its first chief innovation officer in early 2024.
In July, Olson will help BuiltWorlds kick off its annual Construction Tech Conference as its keynote speaker, presenting on the power of innovation and disruption, setting the tone for the entire event. But before that, we wanted to sit down with Olson to learn a little bit more about his day-to-day approach to identifying and incorporating innovation in an effective way. Here is what he had to say.
Why does (or should) an engineering and construction company decide to create an office of innovation?
At Burns & McDonnell, our chair and CEO Leslie M. Duke made a bold and strategic commitment by establishing our innovation office within her first month in the role—recognizing that the power to innovate is the key to unlocking a brighter future. In an industry often rooted in tradition, innovation is not just a buzzword—it’s a necessity for staying relevant, competitive and impactful.
Throughout history, innovation has driven progress. Today, we stand at the edge of another transformative era in our industry—one that promises more change and opportunity in the next decade, through technologies like AI and generative design, than we’ve seen since the advent of computer-aided drafting. It’s an exciting time, but also one that challenges us to rethink how we work, how we take risks and how we define success.
The innovation office exists to challenge comfort zones. If the response is, “We’re already successful, why change?” That’s precisely when we must push hardest. Because sustained success in a rapidly evolving world requires adaptability, imagination and the courage to lead.
As the firm’s first chief innovation officer, what strategies have you implemented to foster a culture of innovation, collaboration and speed to value within the organization?
As the firm’s first chief innovation officer, my role has been to lay the foundation for a lasting culture of innovation—one that is collaborative, action-oriented and focused on delivering real value with speed and intention.
From the beginning, I’ve focused on developing the innovation office not as a siloed function but as a catalyst for shaping culture across the firm. Culture is both a reflection of who we are today and a declaration of who we want to become. Without that clarity, no innovation strategy will gain traction.
To foster collaboration, we’ve encouraged employees to proactively connect with others facing similar challenges—emphasizing the value of building upon each other’s work rather than duplicating efforts. While not every initiative goes as planned, it’s equally important to celebrate failures by understanding why something didn’t work, identifying key learnings and sharing those insights across the organization.
One of the biggest hurdles is the perception that innovation needs to be fully solved before it can be applied. But we’re not hired to follow rigid processes—we’re hired for outcomes. That gives us the license to advance our methods in pursuit of better results. And in doing so we not only enhance our value to clients, we strengthen our own capabilities.
You’ve mentioned the reward in connecting creators within the organization. Can you share an example where facilitating such a connection led to a significant breakthrough?
One of the most rewarding aspects of this role has been connecting the right people across the organization—and seeing what happens when that spark turns into something transformative.
A great example of this approach came from a project that ultimately opened an entirely new market for us. The project team clearly understood their challenge but didn’t know who had the right experience to solve it. The innovation office enabled connections and provided the management systems to help teams find the right people. As a result, the innovator from the project team felt their skills were valued and sought after, while the business team successfully addressed their need.
That’s the essence of a successful innovation culture: It’s distributed. Burns & McDonnell is full of problem-solvers and forward-thinkers who understand our clients, anticipate their needs and are constantly scanning the horizon for what’s next. Innovation doesn’t always have to lead the company in entirely new directions; it also plays a crucial role in building awareness and bridging capability gaps.
How do you and your team see that the pursuit of innovation translates into tangible improvements for clients and the broader community?
At Burns & McDonnell, innovation is how we deliver on our mission to make our clients successful. It’s about applying new approaches to solve our clients’ toughest challenges and create measurable value.
We focus on innovation that enhances our ability to serve more clients and deliver better outcomes—not to reduce roles, but to expand our capacity. Whether it’s AI or new delivery methods, the goal remains the same. Everyone benefits from efficiency. We often eliminate monotonous tasks from employees’ daily responsibilities, allowing them to focus on higher-value work. This delivers higher-quality results to clients, faster.
Innovation often starts small—a spark on one project—and when it works, we scale it. The greater challenge lies in recognizing and stopping what isn’t working. We encourage smart risks in how we execute work, without compromising on the quality of the deliverable, and we learn by doing. That’s how we stay ahead of client needs and continue to create lasting value for them and the communities they serve.
In your view, what are the emerging trends in engineering and construction that organizations should be preparing for in the next decade?
Over the next decade, engineering and construction will be shaped by three foundational technology trends: advanced design tools, data, and AI. They’re becoming core to how we operate, make decisions and deliver value.
Design technology will continue to evolve, pushing us toward more integrated, generative and automated solutions. Data will be the backbone, providing insights that drive smarter planning, execution and long-term asset performance. At Burns & McDonnell, we’re using AI not only in operations but as a way to invite innovation into every conversation, challenging us to think differently and move faster.
The future is coming fast. Let’s be ready to lead it.
Discussion
Be the first to leave a comment.
You must be a member of the BuiltWorlds community to join the discussion.