Encouraging Innovation in the AEC Industry – An Interview with Laura McGovern

As infrastructure needs continue to grow, so does the pressure to innovate. Changing needs, values and even climates require the AEC industry to be prepared to adapt and innovate, resisting the urge to rely on traditional methods.

In this Q&A, Benesch’s Chief Process and Innovation Officer (CPIO) Laura McGovern shares her approach to innovation and how cultivating a culture of innovation at Benesch helps to drive the industry forward in a way that leverages technology to effectively and efficiently deliver projects with enhanced quality.

Q: What’s driving the need for innovation in the AEC Industry in 2025?

Infrastructure is both expanding and aging, and there is a lot of work to be done. Our clients are looking for ways to leverage technology to deliver projects both cost effectively and innovatively. Plus, industry professionals are excited to be trying new things and pushing the limits of what we thought possible.

I think it is important to note that innovation has always been a key part of engineering. What’s changed in recent decades is the speed at which we are able to innovate. Technology is advancing so quickly that it is pushing the AEC industry to keep up. People count on us to plan and construct infrastructure that will safely and reliably serve them in the future. As their wants and needs evolve, the industry must as well. We need to keep pushing to find innovative ways to consistently deliver high-quality projects.

Q: How is advancing technology impacting the way we work to design, construct and maintain infrastructure?

We’re really seeing tech advancements impact the speed at which we can get things done. With a tight labor market and heavy workloads, efficiency is the name of the game. Most of the innovative tools we’re implementing at Benesch have the goal of improving how efficiently and accurately we work.

We can’t have an article about innovation without mentioning AI or machine learning or augmented reality —every day we hear about another AI tool coming to market. Augmented reality is giving us the power to be two places at once by creating Digital Twins. If a designer has a question about the current condition of a bridge, they can pull up an identical 3D model at their desk—no need to schedule a site visit or inspection. By pairing drone usage with AI programs we are changing how inspections are performed. For example, we’re currently working with a client in Texas to develop an AI program that will identify subsidence along pavements and in critical turf areas. We’ve made similar AI-driven advances in pavement crack detection for airports, data collection for asset management projects and machine learning on drones for bridge inspections.

Some of the advances aren’t quite as flashy. Over the years, our railroad division has come up with some really slick programs for delivering program management. Now, we have clients asking us to help them build and implement these tools for them. Dashboards and reports might not sound as enticing as neural networks and deep learning, but the impacts are similar—we’re helping clients use technology to organize their data, manage and monitor their work, and make better decisions.

It’s easy to get caught up in the tech buzzwords, but there is more to being innovative than learning the latest software or AI tool. You need planners and engineers that are willing to think outside the box and are always looking for new, better ways to solve problems.

Q: How do you encourage innovation at Benesch?

We’ve all heard the proverbial expression “necessity is the mother of invention,” and I would hazard a guess that most of us find it to be accurate. However, over the course of my nearly 40-year engineering career, I’ve found it’s much better to be a few steps ahead of necessity. Innovation that is driven by foresight rather than urgency often creates opportunities for greater collaboration, creativity and overall success. That’s why I felt it important to cultivate Benesch’s culture of innovation when I stepped into my role as CPIO.

Of course, innovation isn’t a new concept for Benesch. Take the Murray Baker Bridge as an example. To improve an interchange in Peoria, IL, we came up with a complex solution that involved shortening a truss while maintaining the balance of the suspended spans. It was the first known truss shortening of its kind and proved to be a safe, economical solution—and we came up with that long before AI was at our disposal. I think every employee, past and present, could name a project they worked on that’s incorporated innovative elements. I have the privilege of helping to keep that legacy going. To do that, I encourage every employee, from interns to senior management, to question current practices, embrace new methodologies and continuously seek improvements, even when things are running smoothly.

Several years ago, we formed the Innovation Inspiration Team to help us on our innovation journey. They are charged with collecting and generating ideas via our Innovation Incubator, a place for employees to submit their ideas and suggestions for technology advancements, process improvements and pioneering ideas. The team then works to evaluate, prioritize and implement the ideas. With this approach, we’ve been able to promote innovative thinking at all levels of the company. Our staff aren’t just looking to management to problem solve—they’re exploring innovative solutions themselves.

We also encourage our staff to be multipliers. Multipliers are defined by author Liz Wiseman as “leaders who use their intelligence to amplify the smarts and capabilities of the people around them”. In support of this, our Inspiration Team delivers a monthly program called Tech Showcases where we demonstrate exciting technology that we are delivering to a client and invite our staff to multiply this by finding ways to share this technology with their clients. Through this, we have found some great ways to help more clients.

We are all working to anticipate challenges before they become urgent so that we can proactively develop more thoughtful, comprehensive, and sustainable innovations that not only address immediate needs but also create long-term value.

Q: What have been some of the benefits of the internal focus on innovation?

For one, our employees really appreciate being empowered to explore new technology. We have several Tech and User Groups at Benesch that meet regularly throughout the year to discuss challenges, trends and benefits of various software and technology. With over 1,000 employees in 21 states, these groups play an important role promoting the adoption of innovative technologies across the company.

It also shows clients that we are anticipating industry trends and challenges so that we can better serve them. By adopting innovative approaches, we demonstrate that we can proactively address complex issues, offering smarter, more efficient and cost-effective solutions. As agencies are learning about our focus on innovation, we’re getting more and more calls from new clients asking us to help them brainstorm ideas to improve their projects and processes.

Q: What’s next for Benesch and for the industry?

I certainly don’t see the call for innovative technology and problem-solving slowing down any time soon—this mentality will be key to the continued development of resilient infrastructure that will shape our cities and communities. I also think this focus on innovation will make the profession more attractive to younger generations as well. People want to be a part of “the next big thing,” so we have to make sure the industry is not only keeping up but leading the charge.

As for Benesch specifically, my team comes to me with new ideas every day. We are working together to explore new technologies and are unlocking possibilities that were once unimaginable for the industry. We’re helping lead the way in building a future that is not only safe and functional but also inspiring for generations to come.

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