2023 State of Design & Make. By Autodesk

i
20
23
STATE OF
& MAKE
DESIGN
Insights from industry leaders on how digital
transformation is driving business resilience,
sustainability, and talent management

1
About This Study
Sustainability
Drives
Business Value
Introduction
Methodology
Executive
Summary
Conclusion
Business Resilience
Emerges Amid
Uncertainty
Glossary
Talent
Competition
Heats Up
Thank You
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39
10
51
3
50
18
52
28
53
CONTENTS
1

2
The State of Design & Make report is a global, annual study for
leaders who design and make places, objects, and experiences.
It identifies the most pressing drivers of change that are shaping
today’s business decisions and helps leaders make informed,
strategic decisions about how to prioritize and invest in the future.
The industries that design and
make comprise a unique category
that connects the digital to the
physical. Architecture, engineering,
construction, product design,
manufacturing, gaming, and
filmmaking all require complex human
collaboration throughout a digital
design process and delivery of a
physical result. Executives in these
industries share their approaches
and points of view on the challenges
unique to their organizations and the
opportunities they are identifying.
Key areas of focus for this research
include: a macro view of the
industries; staying resilient and
relevant in an ever-changing world;
attracting, training, and retaining
a skilled workforce; and achieving
sustainable outcomes.
Autodesk partnered with Ipsos, a
leader in global research and insights,
to survey and interview 2,565 industry
leaders, futurists, and experts in the
architecture, engineering, construction,
and owners (AECO); design and
manufacturing (D&M); and media and
entertainment (M&E) industries from
countries around the globe.
Survey data has been broken down
by global region: Asia-Pacific (APAC),
which includes responses from
Australia, China, India, Japan, and
South Korea; Europe, with responses
from France, Germany, Italy, the
Netherlands, Sweden, and the United
Kingdom; and the Americas, with
responses from Canada and the
United States.
This report contains key findings
from this research, including details
at the sector and regional level. In
certain instances, responses have
been compared by country, but
only countries with 200 or more
respondents are included in these
comparisons: Australia, China, France,
Germany, Japan, the United Kingdom,
and the United States.
The quantitative data (n= 2,489)
was collected between October and
December 2022, through a 20-minute
online survey. In addition, 76
qualitative interviews with business
leaders and futurists were conducted
between September and December
2022. In some instances, Autodesk
references analysis of its aggregated
and anonymized data.
ABOUT THIS STUDY
2

3
Leaders and experts in industries that design and make the
world are finding powerful ways to adapt to an accelerating rate
of change. Executives in architecture, engineering, construction,
product design, manufacturing, gaming, and filmmaking shared
their approaches and points of view on the obstacles they are
facing and opportunities they are identifying.
The future of the design and make industries relies on the understanding
and successful implementation of thoughtful moves where digitization,
sustainability, and workforce meet. As architecture, engineering,
construction, product design, manufacturing, games, and
filmmaking continue to transform at a rapid pace,
these three drivers of change provide
leaders a focus for their attention
and investments in the one-
to three-year time frame
to stay competitive.
EXECUTIVE
SUMMARY
3

*Leaders: Sixty-nine percent of survey participants are decision makers in their companies. In this report, this group is referred to as “leaders.” Job roles for the leaders group include director, industry consultant, president or CEO, senior executive, senior vice president, and vice president.
Experts: The remaining 31% of respondents are referred to as “experts.” This group includes managers, senior managers, mid-level employees, and a small number of educators and entry-level employees.
Business Resilience Emerges Amid Uncertainty
Most feel prepared
Business leaders and experts*reported
that the future global landscape feels
more uncertain than it did three years
ago. However, most also said that their
companies are prepared to respond
to this uncertainty.
Top business objectives
Sixty percent of respondents said that
business growth is a top objective for
their company, and 55% cited operational
efficiency as another top business
objective. An analysis of anonymized data
from Autodesk customer projects shows
that goals tied to business growth include
improvements to win rate and design
quality, while goals tied to operational
efficiency include improvements to
workflows and production, project
delivery, and facility management.
Adapting to the new normal
Leaders and experts reported making
significant changes in response to
the challenges of the pandemic. At
least half said they changed how their
companies worked day-to-day and how
they managed their workforce. Remote
work was the most significant area of
increased investment during the past
three years.
Digitization drives
the future
Seventy-nine percent of respondents
said that the future growth of their
company will depend on digital tools.
Those that are keeping up with the pace
of change in their industry are more
likely to have plans to increase existing
services, offer new services, and
potentially expand into new markets.
79%
of respondents said that the
future growth of their company
will depend on digital tools
Remote work
was the most significant
area of increased investment
during the past three years
4

5
Business Resilience Emerges Amid Uncertainty
Digital maturity
promotes flexibility
Respondents from companies that are
more digitally mature*report that they
are prepared to handle change at higher
rates than those from less digitally
mature companies.
M&E leads in
digital maturity
Companies in the M&E industry appear
to be further along in their digital
transformation journey than those
in AECO and D&M.
Digital transformation
is boosting business
Business leaders and experts have
experienced several benefits from digital
transformation. The top benefits of digital
transformation include reduced costs,
increased innovation and better ideas,
and the ability to launch products and
services faster.
Regional reactions
to a shifting landscape
Business leaders and experts from
Europe were the most likely to say that
the global landscape feels uncertain
while those in the Asia-Pacific (APAC)
region were the most likely to say that
their companies were well-positioned
to handle global changes.
Respondents from companies that are more digitally mature report
that they are prepared to handle change at higher
rates than those from less digitally mature companies
Business leaders in the Asia-Pacific region were the most likely
to say that their companies were well-positioned
to handle global changes
*Digital maturity: Respondents were asked how far their companies were in their transformation journeys. Organizations that respondents said are in the “early stage” or “right in the middle” of their digital transformation journeys are considered less digitally mature companies.
Those that respondents identified as “approaching the goal” or having “achieved the goal” of digital transformation are considered more digitally mature companies.

6
72%
of respondents said that the workforce
has evolved more in the past three
years than it had in the previous 25 years
Talent leads all challenges
More than any other factor, business
leaders and experts across industries
identified attracting and retaining talent
as a top challenge. Even for respondents
who did not cite talent as a top factor,
the majority said they have trouble
finding skilled employees.
The importance of upskilling
More than 90% of respondents agreed
that upskilling is important to their
companies. Also, more than half
said that their companies are hiring
employees who lack the skills needed
for their positions and plan to train
them on the job.
A rapidly changing
workforce
Seventy-two percent of respondents
said that the workforce has evolved
more in the past three years than it
had in the previous 25 years. Survey
respondents and interviewees
mentioned the impact of recent
changes such as the rise of remote
work, more flexible work styles and
hours, increased digitization, and more
global operations at many firms.
Digitally mature companies
invest in talent solutions
Leaders and experts at more digitally
mature companies were more likely to
say their organizations had implemented
various talent-related solutions than
those at less digitally mature companies.
These actions include investing in
technology, hiring from a broader
geographical area, and implementing
new training programs.
Talent Competition Heats Up
More than half
of respondents said that
their companies are hiring employees
who lack the skills needed for their
positions and plan to train them

7
Respondents from China were more likely to say they
face hurdles in attracting talent, including
challenges related to an aging workforce
Respondents from M&E were less likely
to say their companies have trouble
adapting to the needs and
desires of a younger generation
Talent Competition Heats Up
Skills of the future
Respondents identified a broad swath of
important competencies for the future,
including technology skills, collaboration
skills, regulatory knowledge, innovation
skills, and the capacity and motivation for
ongoing learning.
M&E faces fewer
demographic challenges
Respondents from all sectors said
that talent is a top challenge, but M&E
companies were less likely than those
in other industries to say that the
workforce is rapidly aging or that
their companies have trouble adapting
to the needs and desires of a younger
generation of workers.
Talent challenges
vary by region
Respondents from China were more
likely to say they face hurdles in
attracting talent, citing challenges
related to an aging workforce. By
contrast, Australian respondents
were less likely to cite an aging
workforce or a slowness to adapt
to a younger generation.

8
A broad consensus
Nearly 90% of respondents said that
their industry/organization has made
changes to improve sustainability.
Sustainability is
good for business
Eighty percent of respondents said
that improving sustainability practices
is a good long-term business decision.
More than half also said it is a good
short-term decision.
Internal sustainability goals
The majority of business leaders and
experts said it is important for their
companies to achieve their sustainability
goals. However, only 17% strongly agree
that they are proud of their company’s
sustainability initiatives.
US companies lag on action
Sustainability is an area where
companies’ practices vary significantly
based on geography. Most notably,
respondents from US companies are
more than twice as likely to report that
their organizations aren’t engaged in
any sustainability-related activities
compared to the worldwide average.
Sustainability Drives Business Value
80%
of respondents said that improving
sustainability practices is a good
long-term business decision
Respondents from US companies are
more than twice as likely to report that their
organizations aren’t engaged in
any sustainability-related activities
compared to the worldwide average

9
Sustainability focus varies by industry
AECO and D&M companies are more likely to name sustainability
as a challenge and more likely to say that sustainability goals
are important. More than those from other industries, leaders
and experts at D&M companies said their organizations planned
to increase their efforts to design products while considering
environmental impacts in the next three years. Furthermore, in the
past three years, D&M respondents were more likely to have made
efforts to decrease waste from production or use recycled materials.
Pressure from customers and employees
Respondents reported that companies received pressure to define
and meet sustainability goals from several sets of outside forces and
internal stakeholders. Customers were the greatest source of this
pressure, with more than 80% of respondents saying that customers
are influencing their sustainability activities. Respondents also
identified employee pressure as a significant influence.
Sustainability Drives Business Value
In the next 3 years:
More than those from other industries, leaders
and experts at D&M companies said their organizations
planned to increase their efforts to design products
while considering environmental impacts
THAN 80%
of respondents said their company’s
sustainability activities are being
influenced by customers
MORE

10
INTRODUCTION
“The thing that keeps me up at night is the idea of not
changing. We have stressed the model to its maximum
point. We are going to break the model, and someone
is going to disrupt the construction industry.”
–Frédéric Gal, Head of Business Modernisation Project, Bouygues Construction
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11
Businesses face challenges
with talent, costs,
and global uncertainty
When asked to name the top three
challenges facing their companies
today, 48% cited the difficulty of
attracting and retaining talent. The
second most common challenge was
cost management, cited by 40% of
respondents, followed by the global
economy and global events, including
crises such as wars and pandemics,
cited by 36% of respondents.
Although these challenges affected
companies of all sizes* in all sectors and
geographies, the data did show some
significant differences among companies
in different categories. For instance,
40% of the respondents from large
companies and 37% from medium-sized
companies cited the global economy as
a challenge versus 31% of those from
smaller companies. Meanwhile, 52% of
the respondents from medium-sized
companies saw talent as a top challenge,
while only 42% of those from smaller
companies and 46% of those from larger
companies did.
Fifty-six percent of US respondents
cited talent as a top challenge, and 47%
cited cost management, more than those
from other countries. Respondents in
China were less likely to mention these
as top challenges, with 40% citing talent
and 30% citing cost management.
APAC EMEA AMER
Overall
34%
25%
23%
20% 21%
43% 56%
26%
21%
44%
35%
37% 38%
31%
30% 33%
20% 23%
11%
49%
30%
30%
28%
49%
31%
% of companies that selected each challenge
20% 30%
10% 40% 50% 60%
Attracting talent / maintaining the workforce /
employee retention
Cost control / management / cost efficiencies
Global economy / events
(e.g., wars, pandemics, etc.)
Data automation / technological advancement /
digitization
Product / service innovation
Business resiliency / improving the supply chain
Product / services diversification /
new business lines
Sustainability (relating to the environment)
The regulations from government and
regulatory bodies
Talent leads all challenges
Leaders and experts in the Americas were the most likely to cite talent as a top challenge
while those in Europe were the most likely to cite global events.
Survey question: What are the top three challenges this company faces today? Please select up to three.
*Throughout this report, “small” is used to refer to
companies with between one and 19 employees, “medium”
for companies with between 20 and 4,999 employees, and
“large” for companies with 5,000 or more employees.

12
0% 10% 20% 30%
% of companies that selected each metric
40% 50% 60%
Customer satisfaction
Profit margin
Revenue
Profit
Employee satisfaction 15%
45%
43%
42%
49%
Throughout this report, readers will notice references to “companies that performed highly on their top business metrics”
(or simply “top-performing companies”). This category was determined by respondents’ answers to two survey questions:
First, respondents were asked to identify the top two business performance metrics that are tracked at their companies.
Survey question: What are the top two most important business performance metrics that are tracked for this company?
Top performers
Poor performance
Below-average performance
Met expectations
Above-average performance
52%
18%
AECO
48%
23%
53%
20%
D&M M&E
Exceptional performance Top performers
Poor performers
Then, respondents were asked to rate their company’s performance against these metrics.
In 2021, 51% said their company’s performance was above average or exceptional, and these companies are considered “top performers”
in this report. Companies whose leaders and experts rated their organization’s performance on top business metrics as “above-average”
or “exceptional” are considered top performers.
Survey question: How has this company performed on these metrics compared to corporate expectations in each of the last three years? Responses for 2021.
Respondents report
year-over-year business
improvements
Respondents were asked to rate their
company’s performance against their
most important business metrics for
each of the past three years, compared
with company expectations. The portion
who identified their companies as top
performers increased each year from
35% in 2019 to 38% in 2020 to 51% in
2021. The APAC region saw the largest
increase in performance, with 56% of
respondents identifying their companies
as top performers, up from 31% in 2019.

13
20%
70%
%
of
companies
that
identify
as
top
performers
2019 2020 2021
40%
32%
29%
51%
43%
More digitally mature companies
Less digitally mature companies
64%
Survey question: How has this company performed on these metrics compared to corporate expectations
in each of the last three years? In 2019, in 2020, in 2021. 5-point scale. Top two = top performers.
Companies that are more digitally mature outperformed those that are
less digitally mature in all three years. The performance gap between
more and less digitally mature companies appears to be growing.
The digital maturity difference
0% 10% 20% 30%
% of companies reporting being digitally mature
40% 50% 60%
China
France
United Kingdom
Germany
Australia
Japan
United States
All other
44%
33%
30%
38%
37%
37%
36%
57%
Calculation of digital transformation maturity by country. See glossary on p.52 for the definition of digital maturity.
Chinese companies lead in digital maturity.
Digital maturity global breakdown
36%
64%
30%
70% 50%
50%
AECO D&M M&E
More digitally mature companies
Less digitally mature companies
Calculation of digital transformation maturity by industry. See glossary on p.52 for the definition of digital maturity.
Digital maturity by industry
Defining digital maturity
To simplify these categories, companies
in the early and middle stages of their
digital transformation journeys have
been combined into one group of “less
digitally mature” organizations.
Companies that are approaching or
have already achieved their goals are
considered “more digitally mature.”
*In the survey question, digital transformation was defined as “the digital conversion of data and processes.”
Seventeen percent of respondents
reported that their company is
in the “early stage” of its digital
transformation*journey, and 45% found
their company is “right in the middle of
the effort.” Meanwhile, 25% said their
company is “approaching the goal,” and
13% said their company has “achieved
the goal.”

14
Companies are increasing investments
in remote work, tech, and innovation
new technology—more than three
times as many who mentioned any
other development.
In interviews conducted for this report,
several business leaders mentioned
the need to educate customers and
executives about what results are both
possible and realistic through digital
transformation. Andreas Rau, head of
product management at construction
company Max Bögl, noted that many
civil infrastructure customers believe
that it takes more than 20 years
to design and build a new public
transportation line—but, in reality,
digital workflows have shrunk that
process to less than five years. “Digital
transformation hasn’t reached the broad
industry yet,” he said.
“We need to educate upper-level
executives and help them define what’s
realistic,” said Carlos Caminos, manager
of data asset management at global tire
manufacturer Bridgestone Americas,
Inc. “They need to understand: What
is a digital twin? What is digital
transformation? And we need to be able
to speak in business terms about what
digitization will help us achieve.”
AECO D&M M&E
Technology to deliver improved
project outcomes
Product and/or service innovation
Developing new products and/or services
Improved processes and operations
Data management and analytics
Improved collaboration
Talent acquisition and employee retention
Sustainability (environmental)
Remote work
73%
70%
69%
70%
69%
66%
64%
54%
71%
73%
72%
72%
63%
62%
62%
48%
79%
76%
77%
74%
70%
71%
64%
49%
56%
40% 50% 60% 70% 80%
% of companies that say “increase”
Survey question: How do you think this company’s investment in the following will shift in the next three years? 5-point scale. Top two = increase.
Areas of increased investment over the next three years
Planned investments are similar across industries
Where companies
plan to invest in
the coming years:
Organizations are making investments—
and plan to make more over the next
three years—to overcome the challenges
they identified. Unsurprisingly, given
the ubiquity of work-from-home
programs during the COVID-19
pandemic, remote work tools were
the most common investment made
by companies in the past three years,
with 76% of respondents saying
they increased their remote work
investments within that period.
Across all areas of investment other
than remote work, respondents said
that they plan to make increases over
the next three years at higher rates than
over the past three years.
As with the challenges, survey data
showed differences in the ways that
different types of companies are making
investments. APAC-based respondents
planned to increase investments more
than those from other regions, and
respondents from China were more likely
to make increases in investments than
those from any other country.
When asked what excites them about
the future of their industry, 23% of
respondents cited innovation and
74%
in technology to deliver
project outcomes
73%
in product and
service innovation
70%
in data management
and analytics

15
40% 50% 60% 70% 80% 90%
58%
Product and/or service innovation 68% 80%
Technology to deliver improved project outcomes 70% 81%
Developing new products and/or services 68% 80%
Improved collaboration 61%
Remote work 62%
Talent acquisition and employee retention 57% 71%
60%
Less digitally mature companies More digitally mature companies
% of respondents that say investments will increase
66%
67% 75%
75%
47%
79%
Survey question: How do you think this company’s investment in the following will shift in the next three years? 5-point scale. Top two = increase. See glossary on p.52 for the definition of digital maturity.
Companies that are more digitally mature plan to increase investments over the next three years at higher rates than less digitally mature companies.
This is true not only for investment areas that might be considered a part of a company’s digital transformation journey but also for investments
seemingly unrelated to technology.
Digital maturity informs investments
“We need to educate upper-level executives and help them define what’s realistic. They need to understand:
What is a digital twin? What is digital transformation? And we need to be able to speak in business terms about
what digitization will help us achieve.”
–Carlos Caminos, Manager of Data Asset Management, Bridgestone Americas, Inc., a global tire manufacturer

16
81%
71%
70%
45%
70%
43%
70%
42%
69%
48%
67%
45%
58%
30%
51%
35%
Poor performers Top performers
Over the past three years Over the next three years
47% 71%
60%
42%
77%
62%
76%
63%
76%
63%
79%
65%
79%
69%
73%
57%
70%
47%
64%
47%
% of respondents that say investments will increase % of respondents that say investments will increase
20% 40%
30% 60%
50% 80%
70% 90% 40%
30% 60%
50% 80%
70% 90%
20%
Developing new products and/or services
Improved collaboration
Technology to deliver improved
project outcomes
Talent acquisition and employee retention
Product and/or service innovation
Remote work
Survey question: How has this company’s investment in the following changed over the past three years? How do you think this company’s investment in the following will shift in the next three years? 5-point scale. Top two = increase.
See glossary on p.52 for the definition of performance.
High-performing companies increased investments over the past three years at higher rates than others. However, the gaps
narrow for planned investments over the next three years, suggesting that lower performers are attempting to catch up.
High performers invest at higher levels

17
Companies pursue business growth and operational efficiency
production, project delivery, and facility
management. Among customers who
identified improved collaboration as a
desired outcome, specific goals included
connecting teams and project data “from
design to done,” eliminating business
loss due to poor communication, and
expanding creative collaboration.
A significant portion of customers also
cited business growth as a desired
project outcome. Examples of goals tied
to this included improvements to win
rates and design quality.
Business growth and operational
efficiency were also the top objectives
cited by survey respondents. Sixty-two
percent of these leaders and experts
said that business growth is a top
objective for their company, and 56%
cited operational efficiency.
Across industries, respondents identified business growth as their top business driver
Rating of business objectives over the past 12 months:
ARCHITECTURE
& ENGINEERING
Business growth
Health & safety
Risk reduction
Sustainability
Operational efficiency
CONSTRUCTION
Business growth
Health & safety
Schedule control
Quality control
Sustainability
Cost management
DESIGN &
MANUFACTURING
Business growth
Enable innovation
Sustainability
Product creation
MEDIA &
ENTERTAINMENT
Business growth
Technical competence
Creative excellence
In an analysis of anonymized data from
Autodesk customer projects from the
past five years, operational efficiency
was a common desired outcome. Within
this category, customers cited more
specific objectives such as improved
efficiency, improved collaboration,
and a reduction of overall design
time. Examples of objectives tied
to operational efficiency included
improvements to workflows and
Survey question: Which of these business objectives is this company currently focusing on or has it focused on in the last 12 months? Please select all that apply.

18
EMERGES AMID UNCERTAINTY
BUSINESS RESILIENCE
Investments increase – Companies are undaunted in
their plans to increase investments in technology, talent
acquisition, and other areas in the coming years, global
uncertainty notwithstanding.
Transformation brings benefits – Digital transformation is
yielding benefits that help companies to achieve their most
important business performance goals, even at organizations
in the early stages of the digital transformation journey.
Pace picks up – Top-performing businesses, and those that
are more digitally mature, plan to increase investments
more over the next three years than other organizations.
Data drives improvements – Companies are using internal
data to improve decision-making, speed up time-to-market,
and facilitate collaboration.
Maturity breeds confidence – Leaders and experts at
digitally mature companies feel more confident than others
about their organization’s ability to handle uncertainty.
Insights in Action
Leaders and experts cite the business benefits of digital transformation
and plan to continue increasing investments in the future.
18

19
This company is well prepared to handle
unforeseen future geopolitical changes
The future global landscape feels more
uncertain now than three years ago
Survey question: To what extent do you agree or disagree with the following statements? 5-point scale. Top two = agree.
Overall, 79% of respondents felt that global uncertainty has risen over the past three years. A smaller
number—but still a clear majority, 59%—said their companies are equipped to handle this uncertainty.
The future global landscape feels more uncertain than it used to,
but most leaders and experts feel prepared to handle it
79% agree 59% agree
Leaders feel prepared for a precarious future
put this uncertainty and confidence
into context. The COVID-19 pandemic
upended the status quo for most of the
world. This was followed by wars, an
energy crisis in Europe, ongoing refugee
crises, and a sudden spike in inflation in
much of the world. Yet many companies
have been able to weather these
unforeseen crises.
Leaders and experts report widespread uncertainty about
the future, but they also report high levels of preparedness.
Global events during the past several years have forced
businesses to change their operations and make new investments.
Respondents from companies that are more digitally mature
say they’re better positioned to handle change. Still, even
respondents from organizations that are less digitally mature
report an array of benefits from digital transformation.
Respondents said that the future global
landscape feels more uncertain than it
did three years ago. But encouragingly,
most also said they feel that their
companies are well prepared to respond
to unforeseen global events.
A quick glance at recent world events—
and the largely resilient response from
world governments and economies—may

20
40% 60%
50% 70%
% of companies that agree
80% 90%
85%
76%
46% 69%
This company is well prepared
to handle unforeseen future
geopolitical changes
This industry is well prepared
to handle unforeseen future
geopolitical changes
The future global landscape
feels more uncertain now
than three years ago
60%
40%
Automotive and other transportation
Construction services
Consumer products
Engineering service providers
Advertising publishing and graphic design Game development
Film and television
Architecture services
D&M:
M&E:
AECO: Energy and natural resources
gap between automotive
and transportation and
game development
20%
*Segments are small sample sizes. See survey methodology on p.51 for more information about the sample size for each industry segment.
Uncertainty versus readiness: an industry segment* view
Respondents from automotive and transportation companies felt that their industry is less prepared than others to handle global changes.
Respondents from game development companies felt that their industry is more prepared.

21
86%
of European respondents said the global landscape feels uncertain, more than
the portion of respondents from the Americas or the APAC region (75% each).
82%
of leaders and experts from large companies said that the future global
landscape feels uncertain—more than the 76% share from small companies—
although companies of all sizes feel prepared at similar rates.
65%
of respondents from the APAC region said their companies are well-positioned
to handle global changes, compared with 58% of European respondents and
51% of respondents from the Americas.
77%
of respondents from China said their companies are well-positioned
to handle global changes, showing the greatest level of confidence.
56%
of leaders and experts in the D&M sector said they were confident in their
company’s ability to handle unforeseen events, compared to 62% of AECO
respondents and 60% of those in M&E.
Respondents’ perception
on global uncertainty
21

22
Companies are driving business growth
and adaptability with evolved operations
management solutions provider Delta
Electronics, said in an interview that the
organization has changed its planning
and management strategies to be
as nimble as possible in the face of
geopolitical uncertainty. The company
now drafts a new 10-year plan each
year. Also, Delta Electronics is moving
away from centralized management
and providing more resources to the
regional offices that will lead business
growth for the company in the future.
Although it is impossible to be ready for
everything, Lin noted, companies can
position themselves to respond quickly
to changing conditions.
Businesses are looking at new ways
to respond to clients faster, as well
as opportunities to increase existing
services and expand into new markets.
These efforts come on the heels of a
challenging era that required companies
to make significant operational changes.
Fifty-two percent of respondents said
their companies changed how they
worked to offset the impact of the
COVID-19 pandemic, and 50% said the
pandemic changed how the organization
managed its workforce. In addition,
40% reported that the pandemic
spurred their companies to find
innovative ways to meet customers’
needs, 33% said it led to a rethinking
of the company’s priorities, and 30%
said it led to unplanned technology
investments. Anonymized usage data
from Autodesk customers in the AECO
industries also showed this pattern,
with a 57% uptick in the consumption
of cloud resources in the first year
of the pandemic.
Kunyueh Lin, general manager,
building automation solution business
unit at global power and thermal
60% 70% 80% 90%
85%
84%
81%
80%
75%
85%
76%
68%
63%
74%
73%
79%
This company is looking
to increase existing services
The future growth of this company
will depend on using digital tools and
the digital approaches it develops
This company is looking to add new services
This company is looking at new ways
to respond to clients faster
This company is looking at new markets
This company prioritizes digital products
and/or services over non-digital versions
See glossary on p.52 for the definition of digital maturity.
Looking ahead, respondents said that the future of their companies will depend on digital tools
and that their organizations are planning to add new services and markets. These numbers are
even higher among more digitally mature companies.
Charting the future
Kunyueh Lin, general manager, building automation solution business unit at
global power and thermal management solutions provider Delta Electronics, said
in an interview that the organization has changed its planning and management
strategies to be as nimble as possible in the face of geopolitical uncertainty.
52%
of respondents said their
companies changed how
they worked day-to-day
to offset the impact of the
COVID-19 pandemic

23
LEADERS AND EXPERTS SPEAK:
What steps should companies in your industry
take to prepare for an uncertain future?
“Over the next three years, the manufacturing industry needs to
prioritize trade skill development and supply chain diversification.
Widening the supply chain by supporting more raw materials suppliers
and regional hubs that fabricate critical components will create more
competition in the market, business opportunities, and jobs. It will
also ensure that the industry will still be functional if there are supply
chain disruptions.”
—Samantha Snabes, Co-founder & Catalyst, re:3D Inc., a large-scale 3D printer and
services company
“We’re trying to develop a new platform to digitalize our archive
so that every step of the engineers’ thoughts can be documented.
With these efforts, we can set up our library of knowledge, and the
resources in this library can be used to inspire similar projects in the
future. This end-to-end documentation of the whole process of idea,
development, inspiration, and iteration will be very valuable for our
future development.”
—GuoJin Zhu, Chief Engineer, Kunming Engineering Corporation Limited, Power China Group,
a design institute for hydropower projects
“The industry needs a comprehensive approach to making sense of
data. We need to start by outlining what data needs to be collected
and then consider how data collection will work; how analysis will
be conducted; and, finally, how we will use the data to create and
implement new strategies.”
—Steve Plumb, Senior Editor, SME Media, Manufacturing Engineering, a publication of SME,
a professional association of manufacturing engineers in North America

24
Digital maturity is a differentiator
37% said it had led to increased
innovation/better ideas, and 36% said
it had helped them to launch products
and services more quickly.
At companies that respondents
identified as “very effective” at
leveraging data, these benefits
were often more pronounced. For
instance, 43% of respondents from
these companies reported that digital
transformation has helped their
organizations increase innovation,
compared with 34% of respondents
from other companies.
In the group identified as “very
effective” at leveraging data, 26% of
respondents said digital transformation
had increased business value, compared
with 19% of other respondents. Also,
26% of respondents from companies
identified as “very effective” at
leveraging data said that digital
transformation had resulted in a better
reputation for their organization,
from other companies.
An analysis of anonymized data from
Autodesk customer projects showed
that customers are using artificial
intelligence to improve efficiency,
reduce errors, and increase flexibility
in manufacturing. For example, some
companies have set a goal of using
generative design to reduce time for
design work by 20%.
APAC EMEA AMER
36% 46%
25% 26%
23% 27%
25% 36%
32% 46%
22%
26% 32%
29% 30%
34% 43%
45% 52%
40%
41%
21%
20%
42%
19%
31%
30%
30%
32%
31%
49%
18%
16%
% of companies that selected each benefit
10% 20% 30% 40% 50% 60%
Able to launch products / services more quickly
Able to scale the business more easily / faster
Better reputation
Business is worth more (higher valuation)
Increased sustainability (e.g., reduce paper-
based processes, improved energy efficiency, etc.)
Increased innovation / better ideas
Less risk (e.g., business or financial risks, etc.)
Easier to plan and make better business decisions
More engaged and motivated staff
More satisfied customers
Reduced costs
Survey question: Has this company experienced any of the following benefits of digital transformation? Select all that apply.
The data showed differences in the digital transformation benefits seen by companies in different regions.
Most significantly, respondents from the Americas were more likely to report benefits of digital transformation,
followed by those in Europe.
Regional outlook of digital transformation benefits
Digital maturity appears to be
correlated with how well prepared
companies are to handle change.
Respondents from companies that are
less and more digitally mature said they
feel uncertain about the future at similar
rates (77% and 83%, respectively).
However, the gap was much larger when
respondents were asked whether their
companies are well prepared to handle
uncertainty: 72% of respondents from
more digitally mature companies said
their organization was well prepared
to handle unforeseen geopolitical
changes—significantly more than the
52% of respondents from less digitally
mature companies who expressed
such confidence.
Among companies identified as more
digitally mature, 40% said digital
transformation had helped them to
launch products and services more
quickly, and 39% said it increased
innovation/better ideas. Thirty-seven
percent cited each of the following
benefits of digital transformation: the
ability to scale the business more easily/
faster, more satisfied customers, and
reduced costs.
Even companies in the early and
middle stages of digital transformation
reported benefits from their efforts.
For instance, 43% of respondents from
organizations that are less digitally
mature said that digital transformation
had helped them to lower costs,

25
In an interview, Matteo Barale, co-
chief executive officer of autonomous
vehicle start-up PIX Moving, said that
digitization can enable customization
and improve the speed of product
delivery—providing companies with
a competitive edge. “Technology and
customization go hand-in-hand,” he
said. “To do this mass customization
and modularity, you need to have a fast
way of giving a quote to customers, and
you need to do this faster than your
competitors. No two products will be
the same. The digital processes are
the driving force, allowing us to be
personalized and agile.”
AECO
Overall rating D&M M&E
9 9
9
9
10 10 10
10
11 11 11 11
8 8 8
8
2
2
2
2
7
7
7
7
6
6
6
6
1 1
1 1
5
5
5
5
4 4
4
4
3
3
3
3
Able to launch products / services more quickly
Able to scale the business more easily / faster
Better reputation
Business is worth more (higher valuation)
Increased sustainability (e.g., reduce paper-based
processes, improved energy efficiency, etc.)
Increased innovation / better ideas
Less risk (e.g., business or financial risks, etc.)
Easier to plan and make better business decisions
More engaged and motivated staff
More satisfied customers
Reduced costs
Rating digital transformation benefits
Survey question: Has this company experienced any of the following benefits of digital transformation? Select all that apply.
Sorted by the % of respondents who selected each benefit.
Respondents listed cost reductions, decreased time to market, increased innovation, and the ability
to launch products and services more quickly among the top benefits of digital transformation.
In addition to customization, digital
tools are opening up new possibilities.
Ronald Ames, a film producer for the
first season of Amazon’s The Lord of
the Rings: The Rings of Power and
founder of The Modern Film Consortium,
noted that technology is allowing more
people and companies—even those
without large budgets—to work on a
wider array of projects. “Anything we
can imagine, we can create,” he said.
“That’s extremely exciting. The tools are
being democratized, and the barriers
to entry aren’t as steep as when I was a
young filmmaker. Now, anyone can tell a
meaningful story using their phone, and
I think that’s beautiful.”
“Technology and customization go hand-in-hand. To do this
mass customization and modularity, you need to have a fast
way of giving a quote to customers, and you need to do this
faster than your competitors. No two products will be the same.
The digital processes are the driving force, allowing us to be
personalized and agile.”
—Matteo Barale, Co-chief Executive Officer, PIX Moving, an autonomous vehicle start-up

26
“... With the volume of information we generate through
sources like project information, communications, sensors, and
technology, we have access to a lot of potentially high-value
data. The challenge for organizations and the industry will be
how we collectively create standards and a consistent approach
to realizing that value.”
—Megan Stanley, Manager of Technical Applications, GHD, a multidisciplinary AEC firm
French respondents
use data to collaborate
with AI and automation
the most (45%).
US respondents are the front-runners in using
data to develop products, projects, or services
faster (60%); support internal collaboration (59%);
support collaboration among partners (44%);
and gain an edge on their competitors (39%).
UK and German
respondents lead the way
in using data to drive faster
internal decision-making
(62% and 61%).
AECO D&M M&E
30% 50%
40% 60%
33% 36%
37%
35%
47% 52%
32% 33% 35%
46%
51% 54%
49%
% of companies that selected each reason
41%
38%
50%
51%
Collaboration among partners
Collaboration with AI, automation
Gaining an edge on the competition
Internal collaboration among teams
Developing products, services,
or projects faster
Making faster internal decisions
Survey question: Does this company leverage internal data for any of the following? Please select all that apply.
Data drives decision-making, product development, and collaboration
Insight into how companies are leveraging internal data
Global leaders:
Data delivers insights
Data has become a critical tool for
driving business decisions across
industries—to the point that the phrase
“every company is a data company” has
become a commonplace expression.
Indeed, survey results revealed that
large numbers of organizations are
leveraging internal data to achieve
their business goals. Fifty-two percent
of respondents said that internal data
has helped their companies to make
faster internal decisions; 50% said it
had helped their companies to develop
products, services, or projects more
quickly; and 46% said that internal data
had helped their companies to facilitate
internal collaboration among teams.
Large organizations are much more likely
to leverage data for most benefits than
their smaller and medium-sized peers.
Collecting data is, as SME Media,
Manufacturing Engineering Senior Editor
Steve Plumb said, often simpler than
managing it. “Managing data is easier
said than done,” Plumb said, adding that
companies may need to find ways to be
more precise about what data they are
gathering and how it is used.
Dr. Amy Hochadel—executive director
for global business at Connected
Places Catapult, the UK government’s
innovation agency for cities—pointed
out the importance of prioritizing
business questions, rather than
technology itself. Too often, Hochadel
noted, people start from the position
that “technology is the answer.” She
added: “But what is the question?”
Megan Stanley, manager of technical
applications for multidisciplinary AEC
firm GHD, said that companies must
work to manage the “explosion” of
data that they produce: “We realized
the potential value of data some time
ago, but today our sources of data
are nearly endless. This has created,
for many of us, a data explosion.
With the volume of information we
generate through sources like project
information, communications, sensors,
and technology, we have access to a
lot of potentially high-value data. The
challenge for organizations and the
industry will be how we collectively
create standards and a consistent
approach to realizing that value.”

27
How is digital transformation affecting
your company or industry?
“COVID has proven that digitization is required now. Businesses that
had already started on their digitization journeys fared better when
COVID hit, because they were able to transition to some of the changes
that were needed. If we’re digitized, we’re at an advantage. I think
that’s going to become more and more critical as we deal with climate
issues and changing environments. The places that are not digitized
need to get digitized quickly.”
—Dr. Amy Hochadel, Executive Director, Global Business, Connected Places Catapult, the
UK government’s innovation agency for cities
“We believe in the employee, and we believe in creating a space
that allows employees to thrive. We’re not bringing in automation
to replace the person. We’re bringing in automation to replace the
position. That way, we can take the person and find a higher-level
opportunity for them. Employees love it because they’re not just coming
in and mind-numbingly doing the same thing over and over again.”
—JJ Johnson, Chief Operating Officer, Viewrail, a modern stair and railing system company
“Digital is going to help us really bring continuity between the studio
and site parts of our company. Digital is going to break the silos that
are ingrained in company culture.”
—Frédéric Gal, Head of Business Modernisation Project, Bouygues Construction

28
COMPETITION HEATS UP
TALENT
What workers want – Remote work and a reputation for
sustainability are important tools for companies looking
to fill talent gaps.
Taking action – Companies at all stages of the digital
transformation journey face talent-related challenges,
but digitally mature organizations report taking more
active steps to address the problem.
Rapid change – With jobs evolving faster over the past
three years than over the previous quarter century,
effective training is crucial to the success of recruitment
and retention programs.
Top skills – Businesses need employees with skills
in technology, collaboration, regulatory knowledge,
innovation, and active learning.
Tangible business impacts – Talent shortages are
delaying projects and hampering innovation goals.
Insights in Action
With job roles changing at a breakneck pace, companies are
embracing training and technology to shore up their talent gaps.
28

29
Talent: the most prevalent challenge
72%
of respondents said the workforce has
evolved more in the past three years
than it did over the previous 25 years
during that quarter century. However,
survey respondents and interviewees
highlighted the impact of more recent
workplace changes such as widespread
remote work, ubiquitous digitization,
and increasingly global operations at
many companies.
Despite the magnitude of the challenge
of attracting and retaining talent,
only 15% of respondents identified
employee satisfaction among the top
two business performance metrics
tracked at their company—less than half
the number who cite any other major
metric. However, the data also shows
that large numbers of organizations are
making, or planning to make, increased
investments in training programs, as
well as strengthening their employee
recruitment and retention efforts.
Companies are struggling to attract and retain skilled workers,
and this challenge is leading to tangible negative business impacts,
including project delays. Rather than letting go of employees who
lack the skills that companies need, managers are opting to train
new and existing employees. Leaders and experts name a wide range
of competencies that workers will need over the next three years,
including skills related to technology, collaboration, regulations,
innovation, and active learning.
Forty-eight percent of respondents
across industries cited attracting and
retaining talent as a top challenge
for their companies, more than any
other factor. This challenge was more
pronounced in the M&E fields, where
53% of respondents cited talent as a top
challenge, but talent was also the most-
cited factor in both D&M and AECO.
The data backs up what has become
conventional wisdom over the past
couple of years, as companies around
the world have reported struggling with
labor shortages.
Seventy-two percent of respondents
said the workforce has evolved more
in the past three years than it had over
the previous 25 years. This may be
surprising, given all of the workplace
changes—including the rise of email
and smartphones—that occurred

30
What steps can employers take
to attract and retain top talent?
“There is a behavioral shift where people don’t want to commute
anymore. Companies need to realize this and pay attention to that if
they want to retain or hire talent. It’s kind of a double-edged sword,
because in the design industry, collaboration is key, and working in
silos is not always optimal. But there are ways to collaborate now with
technology, and if companies want to attract talent, they need to make
their offers attractive.”
—Leonard DiChiara, Senior Director of Design, HCP Packaging, a designer and manufacturer
of cosmetic packaging containers
“You have to offer a flexible working environment. If people need
to pick up their kids, or whatever else, it’s important to give them
that flexibility. It helps build loyalty when you’re able to meet your
employees in the middle. In hiring, we’ve been able to attract a lot
of people because of our technology infrastructure, which allows us
to hire people around the globe. It’s also important to keep projects
interesting. People really want to be stimulated.”
—Jeremy Smith, Chief Technology Officer, Jellyfish Pictures, a visual effects company
“To get the best talent, you need to have an appealing work culture.
Employees want to know that they won’t just be completing tasks
given to them. They want to bring their own viewpoints and creativity
to their jobs. That’s key.”
—Stefan List, Head of Cabin Market Insights, Airbus, a designer, manufacturer, and seller
of aircraft, helicopters and space vehicles

31
51%
67%
63%
53%
44%
72%
47%
33%
34%
70%
68%
59%
47%
62%
50%
AECO D&M M&E
30% 40% 50% 60% 70% 80%
This industry’s type of jobs has had to
evolved more rapidly the past three years
than it had the past 25 years
This company struggles to find people
with the right skills
Access to skilled employees is a barrier
to this organization’s growth
This company struggles understanding
what continuous learning program
should be offered
The workforce is rapidly aging
This company’s culture is too slow
to adapt to the younger generation’s
needs and desires
Across industries, respondents said that jobs are changing rapidly—and that their inability to find employees
with the right skills is a barrier to business growth.
Talent challenges vary by industry
JJ Johnson, chief operating officer at Viewrail, said the organization had moved to a four-day
work week, implemented unlimited paid time off, and taken steps to ensure that people are able
to take maternity and paternity leave—actions all aimed at improving the employee experience.
Companies struggle to find skilled employees
implemented unlimited paid time off,
and taken steps to ensure that people
are able to take maternity and paternity
leave—actions all aimed at improving
the employee experience.
Seventy-one percent of survey
respondents said they had faced
increased competition when recruiting
and hiring highly skilled employees
over the past 12 months. Most also
said that this difficulty was leading to
several specific business challenges.
For instance, 59% said they experienced
project delays over the past year
from a dearth of talent, 52% said that
an inability to find the right talent
prevented their companies from
meeting innovation goals, and 50% said
that employee turnover hindered their
company’s ability to meet overall goals.
Interestingly, large percentages of
respondents who did not indicate that
talent was a top challenge nevertheless
said they faced these obstacles. For
example, 65% of such respondents
said they’ve faced increased hiring
competition over the past year, 62%
said that they have difficulty finding
employees with the right skills, and
51% said their companies have been
forced to delay projects due to talent
gaps. In other words: Even for many
organizations where talent is not a top-
three challenge, the data shows that it
remains a formidable obstacle.
Sixty-seven percent of respondents said
that their companies struggle to find
employees with the right skills, and
64% said that access to skilled
employees presents a barrier to
business growth. In addition to skills,
demographic shifts present a challenge.
Forty-five percent of respondents said
that the workforce is aging “rapidly,”
and 42% said their companies are too
slow to adapt to the needs and desires
of the younger generation of workers.
Kunyueh Lin, general manager, building
automation solution business unit
at Delta Electronics, cited both the
declining birth rate and a new emphasis
on work-life balance in mainland China
and Taiwan as factors leading to talent
shortages. Coral Butler—group head of
digitally enabled lean project delivery
(DeLPD) at PM Group, a firm that
designs, constructs, and commissions
high-tech facilities—said that a number
of senior-level employees decided to
retire a year or two early during the
COVID-19 pandemic, leading to a loss of
institutional knowledge and depriving
junior employees of mentorship.
And several interviewees noted the
continued importance of striving to
meet diversity and inclusion goals.
JJ Johnson, chief operating officer at
Viewrail, a modern stair and railing
system company, said the organization
had moved to a four-day work week,

32
This company’s culture is too
slow to adapt to the younger
generation’s needs and desires
Access to skilled employees is a
barrier to this organization’s growth
The workforce is rapidly aging
This company struggles to find
people with the right skills
United States
United Kingdom
France Japan
Germany
China
Australia
30% 40% 50% 60% 70% 80%
75%
57%
38% 61%
66%
43%
34% 65%
companies in China
cite talent struggles
2in3
A global view of talent
Chinese companies cite talent struggles at higher rates than others.

33
Small Medium Large
20% 30% 40% 50% 60% 70% 80%
73%
65%
63%
28%
77%
74%
56%
56%
32%
66%
70%
59%
53%
43%
43%
88a943
% of companies that experienced each issue
78%
75%
63%
60% 63%
57%
58%
35%
51%
80%
73%
Increased competition when retaining
or hiring high performing / highly
skilled employees
Difficulty finding new employees
with the right technical skills
Delay in projects due to
not having enough talent
Difficulty hiring new employees with the
amount of experience needed for the job
This company faced higher departure
rate the past three years than before
This company has had to hire new
employees who do not have the skills
needed for the job and plans to train
them on the job
Employee turnover hindering this
company's ability to achieve goals
Inability to meet innovation goals
due to inability to find the right talent
Had to let employees go because
they lack technology skills
Survey question: Have you experienced any of the following issues regarding employee management in the past 12 months?
Employee management issues affect companies of all sizes
33

34
Survey question: To what extent do you agree or disagree with the following statements? 5-point scale. Top two, bottom two = agree.
Note: The category “Neither agree nor disagree” was omitted from this visualization.
Agree
Disagree
72%
68%
62%
55%
43%
12%
11%
19%
23%
37%
40% 20% 0% 20% 40% 60% 80%
% of companies that responded
This company doesn’t have the skills nor the
resources to design internal training programs
This company is looking to hire more people
to work remotely
This company is implementing a
continuous-learning program
In the next three years, this company is planning
to invest more in technology-focused training
This company is looking for talent outside
my local area
Bridging the talent gap
Companies are turning to training, technology, and hiring across geographies to solve their talent challenges.
Poor performers Top performers
See glossary on p.52 for the definition of performance.
to work remotely
This company is implementing a continuous
learning program
to invest more in technology focused training
my local area
77%
76%
71%
64%
45%
61%
56%
44%
40%
42%
30% 50%
40% 60% 70% 80%
High performers invest in talent at higher rates
Training and technology fill talent gaps
needed for the job and plan to provide
these employees with on-the-job
training. This dynamic also showed
up in interviews, with some business
leaders saying that they are looking
for employees with broad, transferable
skills (such as problem-solving and
collaboration) who can then learn more
job- and industry-
specific skills after
they are hired.
This commitment to
upskilling also seems
to be reflected in the
relatively low rate at
which respondents
said their companies
have terminated
under-skilled
employees. Although
a majority said they
had experienced all
other cited employee
management issues
over the previous year,
only 29% said their companies had let
people go over the past 12 months due
to a lack of technology skills.
Respondents from small companies
face larger obstacles related to training,
with 46% saying they lack the skills and
resources needed to design internal
training programs—more than those at
large companies (39%).
An overwhelming majority of
respondents agree that training is
important to their companies. Forty-
nine percent said that employee
upskilling is “very important,” and an
additional 44% said that it is “somewhat
important”—for a total of 93% who
agree on the importance of upskilling.
Notably, this is one of
the broadest areas of
agreement across the
entire survey.
Largely, respondents
agreed on the
importance of training
at similar rates across
industries, companies
of different sizes, and
digital transformation
maturity levels.
However, a country-
by-country breakdown
of the data did reveal
some differences.
China was among the
top countries in this category, with 97%
of respondents agreeing that training
is important. Respondents from Japan
were least likely to agree (79%).
Broadly, respondents said their
companies are using upskilling to
shore up talent gaps. Fifty-six percent
said that their companies have hired
employees who do not have the skills
56%
of respondents said
that their companies
have hired employees
who do not have the
skills needed for the
job and plan to provide
these employees with
on-the-job training

35
prefer that their workers learn a second
programming language. Upskilling is,
Makovsky noted, a “forever journey.”
In both survey data and interviews,
business leaders and executives
suggested that a focus on sustainability*
is important in attracting employees.
Most survey respondents said that
their organizations
face pressure
from employees
to take action on
sustainability, and in
interviews, several
leaders mentioned the
importance of the issue
to recruits.
“Sustainability attracts
talent,” said Fiona
Short, principal and
architect at Warren and Mahoney, a
multidisciplinary architectural practice.
“You want the right people to come and
want to work for you, and you want to
be a company that people are proud
to work for. A focus on sustainability
helps you to get the best out of people
because they’re passionate and their
work aligns with their values. It attracts
those like-minded people, and it is just
the right thing to do.”
In interviews, several leaders and
experts mentioned specific training,
incentive, and pipeline programs they
are leveraging to recruit and retain
employees. Some collaborate with
universities and industry associations,
both to create talent pipelines for their
organizations and to provide employees
with ongoing training. MingLei Ma,
chief of engineering
research institute at
China Construction
Eighth Engineering
Division Corporation
(CCEEDC), noted
the importance of
customized, company-
specific training. At
the organization,
employees participate
in a points-based
lifelong learning
system and receive tailored training
about the company’s patents and
research findings.
Paul Makovsky, editor in chief of
ARCHITECT magazine, pointed out
that the skills employees need will
continue to change—stating that, while
executives may have wanted their
employees to learn a second language
decades ago, those leaders might now
*In survey questions about sustainability, the actual phrase used was “sustainability (relating to the environment).”
In one-on-one interviews, this more expansive definition was used: “efforts related to the environment (mitigating effect
on climate change), the community (social well-being, improving the life of populations), and corporate governance.”
In both survey data
and interviews, business
leaders and executives
suggested that a
focus on sustainability
is important in
attracting employees

36
What skills do prospective employees
need to succeed, and where do you see gaps?
“Software skills are increasingly important. Problem-solving and
other so-called soft skills are becoming more important, as well:
being able to communicate well, being able to work with other people,
being able to work autonomously.”
—Steve Plumb, Senior Editor, SME Media, Manufacturing Engineering, a publication of SME,
a professional association of manufacturing engineers in North America
“It’s very important that we look at designers as people that
understand and anticipate users’ needs in connection with society’s
numerous problems, in order to solve them by design. And realize
that we are not simply driven by pure aesthetics and market trends.”
—Charles Cambianica, Design Director, Decathlon International, a sporting goods retailer
“Sometimes, new graduates’ knowledge appears to be outdated in
comparison to our industrial practices. In some cases, our internal
R&D is more advanced than the R&D at universities. We’ve developed
tutorials based on our own patent pool to help new employees acquire
knowledge about our internal development and patents.”
—MingLei Ma, Chief of Engineering Research Institute, China Construction Eighth Engineering
Division Corporation (CCEEDC)

37
79%
68%
41%
67%
64% 76%
71%
48%
50%
40%
30% 60% 70% 80% 90%
44%
56%
to work remotely
This company is implementing a
continuous-learning program
to invest more in technology-focused training
my local area
See glossary on p.52 for the definition of digital maturity.
Digital transformation and talent solutions
Digitally mature companies are taking
more steps to solve talent challenges
Respondents from companies across
the spectrum of digital maturity
experienced issues related to talent
at nearly identical levels. For instance,
respondents from companies that are
more digitally mature were only three
percentage points more likely than those
from less digitally mature companies to
say that access to skilled employees is
a barrier to their organization’s growth
(65% vs. 62%) and only one point more
likely to struggle to find people with
the right skills (68% vs. 67%). However,
more digitally mature were more likely
to say their organizations were taking
active steps to solve these talent-
related challenges.
In an interview, Catherine Topley—
former chief executive officer of
Scottish Canals, the government body
responsible for managing the country’s
inland waterways—noted the importance
of helping employees to see the value of
digital tools. Workers, Topley said, are
sometimes wary of new technologies,
thinking that their jobs might become
obsolete. But the Scottish Smart Canal
project was able to use sensors to help
workers monitor conditions—a move that
improved safety and working conditions
for employees. “That was a turning
point, being able to show employees the
value of the technology, as opposed to
the threat,” Topley said.
Construction and homebuilding
firm Daiwa House is using digital
transformation to improve products
and services, and the company actively
works to promote digitization skills and
creativity among its employees. “We
hold various events, such as digital
transformation contests and meetups,
to motivate people to work on digital
technology—and to spur the company as
a whole to increase digital motivation,”
said Senior Executive Officer Hiroshi
Kono. “We received about 1,000
applications for the contests, and the
board of directors and others served
as judges. We encourage the younger
generation to think about more efficient
collaboration among teams by trying out
new technologies in their workflow. It
harnesses their creativity and becomes
a power to transform the construction
industry itself.” Tomoaki Furukawa, vice
president and chief digital executive for
Toshiba Elevator and Building Systems
Corporation, said that a focus on digital
transformation can help companies lure
recent college graduates. “It appeals
to them because they’re doing new,
creative work,” he said. “...We encourage the younger generation to think about more efficient collaboration
among teams by trying out new technologies in their workflow. It harnesses
their creativity and becomes a power to transform the construction industry itself.”
—Hiroshi Kono, Senior Executive Officer, Daiwa House, a construction and homebuilding firm

38
Regulatory
■Knowledge of regulatory framework
■Understanding of industry standards
and codes
■Sustainability knowledge related
to ESG
Skills of the future
Technology use,
monitoring, and control
■3D modeling
■Automation
■Cloud computing
■Data science, including
the ability to present, understand,
and leverage insights from data
■Cybersecurity and privacy
Technology design
and programming
■Artificial intelligence and
machine learning
■Analytics programming and
data management
■Software engineering
■Ability to develop sustainability
tracking tools
■Ability to design and program
technology to meet business needs
Innovation and
business development
■Ability to manage remote teams
■Knowledge of—and ability to
uncover—new trends in the industry
■Ability to work within a business
model that leverages digital
transformation
■Product formulation
■Customer engagement and
experience skills
Collaboration
■Digital collaboration with internal
and external stakeholders
■Project management
■Technical writing
■Strong interpersonal communication
Professional development
■Self-motivation and initiative
■Agility, adaptation, and resilience
■Ability to work in a world where
9-to-5 is irrelevant
■Understanding of technology and
how it affects customer
expectations
When survey respondents were asked
to identify the most important technical
skills for their company’s workforce
over the next three years, those working
in architecture services cited skills
related to technology use, monitoring,
and control more than the average
across industries. Respondents in both
engineering services and energy and
natural resources mentioned skills
related to technology design and
programming more often than others,
and respondents from automotive
and other transportation companies
emphasized innovation and business
development more than those from
other industries.
Survey question: In the next three years, what will be the two most important technical skills or digital knowledge for this company’s workforce? Please be specific.

39
DRIVES BUSINESS VALUE
SUSTAINABILITY
Taking action – Leaders and experts say sustainability
goals are important. The majority say their companies and
industries have made changes to become more sustainable.
Link to talent – Sustainability-focused actions can
help businesses to recruit and retain employees.
Pressure to change – Customers, investors, and
employees are influencing companies to take action
on their sustainability goals.
Sustainability and revenue – Respondents see
sustainability as driving long-term business value, with
some saying sustainability measures will eventually
account for a substantial portion of revenue.
The business case – Most leaders and experts said that
improving sustainability practices is good for business—
both over the short term and the long term.
Insights in Action
A consensus emerges on the importance of sustainability,
and customers and employees pressure companies to act.
39

40
Sustainability goals are important for most
at HCP Packaging, a designer and
manufacturer of cosmetic packaging
containers. “It’s a mandate.”
Nevertheless, only 20% of respondents
ranked sustainability among the top
challenges facing their organizations.
This is significant, as those who cited
sustainability as a top challenge were
nearly three times as likely as others to
report that their companies are engaged
in sustainability-centered activities.
In the United States—the world’s largest
economy—19% of respondents said that
their companies and industries aren’t
engaged in any sustainability-related
activities at all, a far higher portion
than any other country. Also, just 70%
of American respondents said that it
is important for their companies to
achieve their sustainability goals, lower
than the rest of the world.
Business leaders and experts say that corporate sustainability
goals are important, even though most say that sustainability
is not among the top challenges facing their company. The majority
of companies and industries already engage in sustainability-focused
activities, and respondents say that their industries and organizations
plan to take more steps in the near future, driven in part by pressure
from customers, investors, and employees.
The survey data contains both good
news and bad news for those concerned
about environmental sustainability.
Eighty-three percent of respondents
said that it was important that their
companies achieve their sustainability
goals, and only 7% perceived that their
industry/organization is doing nothing
in this area. Fifty-four percent also
said that their company’s sustainability
initiatives are a key part of their
business growth plan, 52% said that
they wish their companies prioritized
sustainability as much as profits, and
52% said that they are proud of their
company’s sustainability initiatives.
In an interview, one industry expert
contrasted the status of sustainability
in the business world a decade ago with
how the topic is viewed today: “It’s no
longer a ‘nice-to-have,’” said Leonard
DiChiara, senior director of design
Survey question: To what extent do you agree or disagree with the following statements? 5-point scale. Top two, bottom two = agree.
Note: The category “Neither agree nor disagree” was omitted from this visualization.
Agree
Disagree
52%
52%
45%
43%
22%
19%
25%
27%
40% 20% 0% 20% 40% 60%
This company is leading the way
in this industry when it comes
to sustainability initiatives
Sustainability initiatives at this
company are less important now
than I feel they should be
I am proud of this company’s
sustainability initiatives
I wish this company prioritized
sustainability as much as profits
This company’s sustainability initiatives
are key parts of its business growth
strategy for the next three years
54%
16%
Around half of leaders and experts are proud of their company’s sustainability initiatives
Perspective on sustainability inaction
Although US respondents reported that their companies are taking no sustainability actions at rates more than twice
as high as other respondents, additional research conducted by Autodesk provides additional context. It is possible
that some respondents were reluctant to overstate their company’s efforts in self-reported data.
In a review of the sustainability commitments of nearly 11,000 companies (primarily in AECO and D&M), Autodesk found
that the United States ranks near worldwide averages on tangible measures related to corporate sustainability.
Twelve percent of US companies in the review were categorized as having a demonstrable commitment to sustainability
based on their activities or memberships. That number puts the United States ahead of Australia (6%) and on par with
Germany (11%) and the UK (18%) but further behind Japan, which leads this category (26%).

41
What are some of the top drivers
of sustainability in your industry?
“You can never go wrong when you’re doing the right thing. For AAF,
the right thing is to offer a product that lasts longer, that uses less
energy, and delivers the performance that improves air quality and
ultimately has a positive impact on human health. We must also focus
on delivering true value for money in terms of total cost of ownership.
Educating the customer is our daily work—there is an old expression,
‘you buy cheap, you buy twice,’ which is as true for the air filter industry
as it is in many others.”
—Sean O’Reilly, Global VP HP Sales & Innovation, AAF Flanders Inc., a manufacturer and provider
of air filtration products
“You need to have that use case that is scalable, where people
can leverage resources and data around repeatable opportunities.
Encouraging our partners in academia and small business to share
data allows us to learn from and explore the possibility of printing with
more sustainable and recycled materials. Seeing waste not as garbage,
but instead as a resource is going to continue to be a focus for many
groups. And I think we’ll see some real upsides in the next year to 10
years that will help recruit others into the conversation.”
—Samantha Snabes, Co-founder & Catalyst, re:3D Inc., a large-scale 3D printer and
services company
“We’re starting to measure sustainability in terms of equity. Whatever
you’re going to build, you need to be thinking about how it impacts your
community. Are the things that you are doing good for your company,
good for your community, and ultimately good for the world?”
—Paul Makovsky, Editor in Chief, ARCHITECT magazine

42
Companies take aim at decreasing waste, increasing
energy efficiency, and improving product design
expect their industry/organization to
make sustainability-focused changes in
the coming years.
In interviews, various leaders and
experts mentioned that their companies
are paying more
attention to the
sustainability of the
materials they use.
Several cited the
ability to improve
sustainability
by reducing the
portion of embodied
carbon in projects.
Jeremy Smith,
chief technology
officer for VFX firm
Jellyfish Pictures,
mentioned working
with technology vendors to reduce the
amount of energy used by computing
hardware. “We’re making sure that our
workflows are as optimized as they can
be so that we’re not wasting computing
cycles,” he said. “That is one of the
easiest things you can do to be greener
and more sustainable in our area.”
Some interviewees mentioned the link
between digitization and sustainability.
One cited the ability of software tools
to immediately show the sustainability
impact of proposed design changes.
Another noted the potential for free and
open data to reduce cost barriers that
currently prevent some organizations
from measuring and managing carbon
emissions of projects and products.
Although most respondents said that
their industry or organization has made
changes to improve sustainability, these
efforts are spread across a wide variety
of activities. No single sustainability
initiative was cited by a majority
of respondents.
Among the top
sustainability changes
that companies and
industries have
already made, 35%
of respondents cited
decreasing waste
from production or
using more recycled
materials, 30%
said companies and
industries were
designing products
with sustainability impacts in mind,
and 30% mentioned the application of
sustainable design principles.
There was significant overlap when
respondents were asked what steps
they expect their companies and
industries to take over the next three
years. Here, applying sustainable
design principles took the top spot,
cited by 34% of respondents. Thirty-
two percent said they expected their
companies and industries to decrease
waste from production or use more
recycled materials, and 31% said
they expected their companies and
industries to develop or invest in more
energy-efficient processes or machinery.
Overall, 94% of respondents said they
94%
of respondents said
they expect their
industry/organization
to make sustainability-
focused changes in
the coming years

43
27%
19%
34% 41%
28%
35%
22%
33%
26%
33%
19%
23%
17%
33%
22%
5% 6%
24% 25%
18%
17%
15%
19%
13%
25%
18%
0% 20%
10% 40%
30% 50%
% of companies that selected each change
32%
30%
31%
29%
29%
28%
28%
12%
11%
Decreasing waste from production
and/or using more recycled materials
Designing products considering
environmental impacts (e.g., exploring
sustainable material alternatives, etc.)
Applying sustainable design principles
Increasing share of renewable
energy sources used
Developed or invested in
more energy-efficient processes
or machinery
Helping customers decrease
their carbon emissions
Using AI tools to be more sustainable
Creating clear goals
for carbon neutrality
Helping or requiring decreased
carbon emissions from suppliers
Participating in carbon project financing
Participating in voluntary carbon
markets or carbon offsets
None
Survey question: What changes are you aware of that this industry/organization has already made to be more sustainable?
AECO D&M M&E
Respondents say their companies and industries have already made these changes.
Sustainability activity by industry
second place with 9%. Among Chinese
respondents, only 1% reported that their
industry/organization had done nothing
to improve sustainability. However,
the United States did rank near the
middle of the pack for several specific
sustainability initiatives.
Generally, European
respondents reported
the highest levels
of sustainability-
centered activity.
Thirty-seven
percent of German
respondents said
their industry/
organization had
designed products
while considering
environmental
impacts, 42% said
they had increased
renewable energy use, 36% said
they had developed or invested in
more energy-efficient processes or
machinery), and 30% said they had
helped customers decrease their carbon
emissions. France led the way in the
portion of respondents whose industry/
organization had decreased waste
from production or increased the use
of recycled materials, with 47%, and
the portion that said their industry/
organization had participated in carbon
project financing, with 23%.
An analysis of the application of
generative design in anonymized data
from Autodesk customer projects shows
that customers are using generative
design to achieve sustainability
outcomes such as waste reduction. Also,
some companies are using generative
design to decrease the
weight of materials
when designing
airplanes or vehicles.
Survey data showed
several differences
in sustainability
actions by company
size and geography.
Most consistently,
respondents from
large companies
reported that
their industry/
organization had
made sustainability-focused changes
at higher rates than respondents from
small and medium-sized companies.
This may be explained by capacity,
as small companies typically lack
the resources needed to maintain a
dedicated sustainability team that can
implement ambitious initiatives and
track them over time. Nineteen percent
of US respondents–double the portion
of any other country—said their industry/
organization had not undertaken any
sustainability initiatives. Japan took
Respondents from large
companies reported
that their industry/
organization had made
sustainability-focused
changes at higher rates
than respondents from
small and medium-sized
companies

44
What do the economics of sustainability
look like for your industry?
“If we can improve energy efficiency, we can see returns immediately.
Our data center consumes a lot of energy, and if we can improve our
energy efficiency by even 1%, we’ll save a lot of electricity. This is good
both for our customers and our planet.”
—Kunyueh Lin, General Manager, Building Automation Solution Business Unit, Delta Electronics,
a global power and thermal management solutions provider
“In the long run, the share of renewable energy will exceed that of fossil
fuels, but I’m concerned about the acceleration of the transition to new
energy. It’s easier to use energy from fossil fuels, and the cost of green
energy is still high. We need more technical advances to make green
energy more affordable.”
—GuoJin Zhu, Chief Engineer, Kunming Engineering Corporation Limited, Power China Group,
a design institute for hydropower projects
“The pressure to change and grow sustainably is coming from
everywhere—shareholders, employees, clients, governments. When you
have more constraints, you are more inventive. It’s a good thing for us,
but we have to implement sustainability practices without excluding
ourselves from society’s building and infrastructure needs.”
—Frédéric Gal, Head of Business Modernisation Project, Bouygues Construction

45
Belief in the business value of sustainability drives action
business. Fifty-five percent said that
improving sustainability practices is
a good short-term business decision,
and 80% said that it is also a good
long-term business decision. Eighty-
four percent of respondents from
large companies saw sustainability
improvements as a good long-term
business decision, compared to
77% of those from smaller companies.
Digitally mature companies appear
to be more likely to apply technology
solutions to their sustainability
challenges. Thirty-three percent of
respondents at such companies said
their organizations are using artificial
intelligence solutions to become more
sustainable, compared with 21% of those
at less digitally mature companies. Also,
very effective at leveraging data were
the most likely to say they were proud of
their company’s sustainability initiatives
(60%, compared to 44% of others) and
to say that their company is “leading the
way” in sustainability for their industry
(52% vs. 35%).
0% 30%
10% 20%
% of companies that selected each response
16%
18%
27%
23%
17%
Don’t know
>10%
5%–10%
1%–5%
<1%
Survey question: To the best of your knowledge, how much business value (as a % of annual revenue) can sustainability measures generate in the long term
for this company?
Companies see sustainability driving long-term revenue
Portion of annual long-term revenue expected to be generated by sustainability
Respondents’ attitudes toward
sustainability were a significant
predictor of how likely their companies
were to engage in sustainability-focused
activities. For instance, respondents
were asked to estimate how much
business value, as a percentage of
annual revenue, sustainability measures
could generate long-term for their
companies. Among the 18% who said
that sustainability initiatives would
likely account for more than 10% of
their company’s revenues, respondents
were much more likely to say their
companies had already undertaken
sustainability measures.
This difference was most pronounced
for questions about helping customers
decrease their carbon emissions
(39%, compared with 21% of other
respondents), designing products
considering environmental impact
(44% vs. 27%), and creating carbon
neutrality goals (36% vs. 22%).
A majority of respondents view
sustainability as being good for
55%
said that improving sustainability practices
is a good short-term business decision
80%
said that it is also a good
long-term business decision
&

46
10% 20% 30% 40%
39%
34%
38%
28%
37%
29%
36%
25%
35%
28%
34%
22%
29%
23%
28%
19%
26%
26%
22%
15%
19%
14%
Not a challenge Top challenge
% of companies that selected each change
Survey questions:
What changes are you aware of that this industry/organization has already made to be more sustainable?
What are the top three challenges this company faces today? Please select up to three. Selection = sustainability (related to the environment).
Decreasing waste from production
and/or using more recycled materials
Applying sustainable design principles
Designing products considering
environmental impacts
Developed or invested in more energy-
efficient processes or machinery
Increasing share of renewable energy
sources used
Creating clear goals for carbon
neutrality
Helping customers decrease their
carbon emissions
Using AI tools to be more sustainable
Those who identified sustainability as a top challenge for their companies also reported that they had
undertaken sustainability initiatives at higher rates than others. This suggests that respondents who cited
sustainability as a challenge also see it as a priority.
Up to the challenge
“One of the biggest
challenges for sustainable
materials is making them
work commercially. There
are examples in aviation
where sustainable products
were released too early, and
they couldn’t stay in the
marketplace or keep their
competitive advantage.
The aircraft cabin is currently
responsible for approximately
5% to 10% of an aircraft’s
CO2 emissions. However, the
latest research and technology
developments and cabin
innovations we are currently
working on will contribute
to reducing these figures,
for example, by weight
reduction or circular materials.”
–Stefan List, Head of Cabin Market Insights,
Airbus, a designer, manufacturer, and seller
of aircraft, helicopters and space vehicles

47
Cost center or cost saver?
Depending on the context, audience, and speaker, sustainability is alternately discussed as a financial burden
on—or a boon for—businesses. This is also reflected in the survey data, with more respondents seeing sustainability
as a good business decision over the long term than the short term.
At Autodesk’s annual conference (Autodesk University) in October 2022, a group of industry leaders and experts
met to discuss challenges and opportunities related to decarbonization, with much of the discussion centering
on costs. Among the takeaways from that conversation:
Affordability drives adoption.
Environmental advocates point to the long-
term savings of sustainable products and
projects, but these often still carry higher
up-front price tags. Unless business leaders
prioritize sustainability, it may be difficult
for design teams to secure the budget for the
often-higher cost of green materials.
Sustainability strengthens brands. Participants cited the potential for sustainability-focused actions
to lead to benefits like an improved reputation, which may ultimately improve revenue and profits. By
pursuing sustainable products and projects, companies may increase their appeal to future customers,
particularly younger people who will pay a premium for sustainable products.
Opportunities exist in financing. Discussion
participants said that clients currently lack
the will to aggressively pursue sustainability
in their projects.
However, lower lending rates for carbon-
responsible construction could be a “carrot”
that helps to spur change, they said.
Companies are missing chances to
reduce costs. Although opportunities
already exist to achieve a positive return on
investment through decarbonization, these
opportunities are not being maximized.
Politics is one reason, with oil-producing
countries largely against decarbonization, as
is an individualistic mindset that often takes
precedence over collective action.
Short-term thinking limits action. The
prospect of increased short-term costs plays
a role in the lack of client demand for change.
Often, companies measure sustainable
approaches against the least expensive
possible baseline, rather than calculating the
overall return on these investments.

48
Employees
Customers
Investors
Government
20%
40% 0% 20% 40% 60% 80% 100%
17% 82%
Influential
Not influential
22% 74%
24% 74%
72%
26%
Survey question: How influential are the following groups in pressuring this organization to create and meet sustainability goals?
4-point scale. Top two, bottom two = influential.
Under pressure
More than any other group, customers are putting more pressure on companies to pursue sustainability goals.
*https://www.reuters.com/business/sustainable-business/sustainable-investments-account-more-than-third-
global-assets-2021-07-18/
**https://www.fastcompany.com/90706552/esg-investing-continued-to-soar-in-2021-the-government-could-
boost-it-even-more
A majority of respondents reported
receiving pressure from internal
stakeholders and outside forces to
create and meet sustainability goals.
Notably, 82% of respondents said their
companies feel pressure from customers
to pursue and achieve sustainability
goals, and 74% said their companies
feel this pressure
from investors.
In discussions
about corporate
sustainability, it is
common to hear
observers question
whether customers
truly care about the
issue. According
to the survey data,
the answer to this
question seems to
be yes. Anyone who has listened in on
a sustainability discussion has also, no
doubt, heard some participants say that
companies will not be moved to take
real action in this area until it affects
their bottom line. If investors begin to
direct their dollars away from companies
that refuse to implement sustainability-
focused actions, that would represent a
real threat to laggers in this area.
By the end of 2021, market watchers
reported, sustainable investments
accounted for more than one-third of
global assets*—with investors pouring
twice as much money into sustainable
investments that year than the year
before.** If this trend continues, it could
accelerate sustainability-focused efforts
at companies that rely
on outside investors.
Seventy-two percent
of respondents said
that employees
are influential in
pressuring their
companies to pursue
sustainability goals.
Non-decision makers
are more likely,
compared with
decision makers, to
say that sustainability is a top challenge,
and companies that are committed to
sustainability are less likely to cite talent
as one of their top challenges. This
connection mirrors what a number of
business leaders said during interviews
conducted for this report: that many
workers are demanding that their
employers prioritize sustainability.
Customers, investors, and employees
apply sustainability pressure
82%
of respondents said
their companies feel
pressure from customers
to pursue and achieve
sustainability goals

49
D&M companies face
the most pressure
from customers
AECO D&M M&E
73%
76%
66%
75%
79%
70%
% of companies that say “influential”
60% 70% 80% 90%
78%
75%
67%
Government
Investors
Employees
82% 86%
75%
Customers
Survey question: How influential are the following groups in pressuring this organization to create and meet sustainability goals? 4-point scale.
Top two = influential.
Sustainability influences by industry
The data showed some noteworthy differences in the sources
of sustainability pressure by industry and company size.
Employees are
the only group that
small companies
find more influential
than large companies
% of companies that say “influential”
60% 70% 80% 90%
85%
82%
80%
69% 72%
81%
76%
69%
67% 73%
73%
80%
Small Medium Large
Customers
Government
Investors
Employees
Sustainability influences by company size
Survey question: How influential are the following groups in pressuring this organization to create and meet sustainability goals? 4-point scale.
Top two = influential.
“When you’re talking about making progress on decarbonization,
a major component comes down to cost. We have clients that
are very interested in carbon reductions and are accurately
valuing the cost of emissions, but we also have clients who
are not at that stage yet. At the end of the day, important
carbon reductions may not get implemented if they’re
not also cost-effective.”
—Dalton Ho, Regional Sustainable Design Leader, Associate, Perkins&Will, an interdisciplinary,
research-based architecture and design firm
The data showed some noteworthy
differences in the sources of
sustainability pressure by region,
industry, and company size. Companies
in the Americas are facing less pressure
from each category than companies in
the rest of the world. In one of the most
glaring gaps, just 61% of respondents at
US companies said they felt pressured
by investors to pursue sustainability,
in China. The gap was similar among
those reporting that government was a
source of pressure: 59% in the United
States, compared with 88% of Chinese
respondents. Responses from Europe as
a whole largely mirrored those from the
APAC region.
In interviews, some leaders and
experts mentioned that a reputation
for environmental responsibility
can help companies attract talent—
especially younger workers. “Employees
coming out of college, up to those in
their mid-thirties and often beyond,
really care about this,” said Stacy
Smedley, executive director at Building
Transparency, a nonprofit organization
addressing embodied carbon in
construction. “If you can’t walk the
walk at your company, you may lose top
talent in your space.”

50
CONCLUSION
If there is one overarching
takeaway from the survey
data and interviews, it is this:
While business leaders and
experts expect to encounter
increased uncertainty in the
coming years, the exceptional
challenges they’ve already
faced will help them prepare
for any future.
Business resilience
Business leaders and experts said
that they will increase investments
in technology, product development,
sustainability, talent, and other areas
even more over the next three years
than they did over the past three
years. And more digitally mature
companies are increasing future
investments at higher rates than
other companies.
Talent
Across industries, more business
leaders and experts said that access
to skilled talent is a top challenge
for their companies than any other
factor. In addition to hiring from
outside their geographical areas and
continuing to make investments in
remote work, many businesses are
investing in training for new and
existing employees to ensure that
their workers have the skills needed
for the company to succeed.
Sustainability
Facing pressure from customers,
investors, employees, and regulators,
companies are taking concrete actions
to meet environmental sustainability
goals. Business leaders and experts
expect these steps to achieve a
long-term business payoff, with most
saying that sustainability measures
will eventually become sources of
revenue for their companies.
Ultimately, these challenges and solutions do not exist in silos, but rather intersect with one another.
By working across all three areas, companies are taking charge of their future and preparing for success
in an unpredictable world.

51
METHODOLOGY
plus or minus 2.4 percentage points for
n=2,489 quantitative respondents.
In addition, 76 qualitative interviews
of business leaders and futurists were
conducted between September and
December 2022. In some instances,
Autodesk references analysis of its own
aggregated and anonymized data.
■ 69% of survey participants are
decision makers in their companies.
This group is referred to as “leaders.”
The remaining 31% of respondents are
referred to as “experts.”
■ Respondents had an average of
17 years of experience in their industry.
■ 59% of respondents said that they
used Autodesk products.
For this report, outcome data from
customer projects has been analyzed
to identify common patterns, and
software usage data has been analyzed
to identify trends toward cloud products.
In both cases, this data has been
aggregated and/or anonymized.
Survey data has been broken down
by global region: Asia-Pacific (APAC),
which includes responses from Australia,
China, India, Japan, and South Korea;
Europe, with responses from France,
Germany, Italy, the Netherlands, Sweden,
and the United Kingdom; and the
Americas, with responses from Canada
and the United States.
This report contains key findings from
this research, including details at the
sector and regional level. In certain
instances, responses have been
compared by country, but only those
countries with 200 or more respondents
are included in these comparisons:
Australia, China, France, Germany,
Japan, the United Kingdom, and the
United States.
The quantitative data was collected
between October and December 2022,
through a 20-minute online survey.* This
survey leveraged an online methodology
where precision is measured using a
credibility interval in lieu of margin of
error. The total credibility interval is
Autodesk partnered with Ipsos, a leader in global research and
insights, to survey and interview 2,565 industry leaders, futurists,
and experts in the architecture, engineering and construction;
design and manufacturing; and media and entertainment
industries from countries around the globe.
Engineering service providers
AECO
M&E
D&M
Energy and natural resources
Construction services 16%
Civil infrastructure (owner / operator) 4%
Buildings (owner / operator) 4%
Architecture services 18%
Process manufacturing 8%
Manufacturing (other) 11%
Life sciences manufacturing 5%
Industrial machinery 8%
Education 7%
Consumer products 42%
Building products and fabrication 6%
Automotive and other transportation 11%
Aerospace and defense equipment 3%
Game development 17%
Film and TV design / development 21%
Advertising, publishing, and graphic design 62%
0% 10% 20% 30% 40% 50%
% of industry respondents
Note: Values in AECO and D&M do not add up to 100% due to rounding.
60% 70%
32%
27%
Survey respondents by industry segment
  AECO D&M M&E TOTAL
Asia-Pacific
(APAC)
Australia 76 88 98 262
China 75 84 56 215
India 63 75 59 197
Japan 103 77 40 220
South Korea 58 29 23 110
Europe
(EMEA)
France 80 55 67 202
Germany 79 120 55 254
Italy 44 36 29 109
Netherlands 38 35 28 101
Sweden 40 32 32 104
United Kingdom 68 89 100 257
Americas
(AMER)
Canada 48 24 35 107
United States 112 140 99 351
TOTAL 884 884 721 2489
*The full questionnaire used in the survey can be found here.

GLOSSARY
Company size:
■ Small: 1–19 employees
■ Medium: 20–4,999 employees
■ Large: 5,000+ employees
Digital maturity:
Respondents were asked how
far their companies were in their
transformation journeys. Organizations
that respondents said are in the “early
stage” or “right in the middle” of their
digital transformation journeys are
considered less digitally mature
companies. Those that respondents
identified as “approaching the goal” or
having “achieved the goal” of digital
transformation are considered more
digitally mature companies.
Industry:
AECO: Architecture, Engineering,
Construction, and Owners
■ Architecture services
■ Buildings (owner/operator)
■ Civil infrastructure (owner/operator)
■ Construction services
■ Energy and natural resources
■ Engineering service providers
D&M: Design and Manufacturing
■ Aerospace and defense equipment
■ Automotive and other transportation
■ Building products and fabrication
■ Consumer products
■ Education
■ Industrial machinery
■ Life sciences manufacturing
■ Manufacturing (other)
M&E: Media and Entertainment
■ Advertising, publishing,
and graphic design
■ Film and TV design/development
■ Game development
Leaders and Experts:
■ Leaders: Sixty-nine percent of
survey participants are decision
makers in their companies. In this
report, this group is referred to as
“leaders.” Job roles for the leaders
group include director, industry
consultant, president or CEO, senior
executive, senior vice president, and
vice president.
■ Experts: The remaining 31%
of respondents are referred to
as “experts.” This group includes
managers, senior managers, mid-level
employees, and a small number of
educators and entry-level employees.
Leveraging data:
Respondents were asked how effective
their company is at leveraging data
for a number of uses. Forty-nine
percent of respondents said that their
organizations are “very effective” at
leveraging data for at least one of the
options. In some instances, this group’s
responses have been compared to those
from other respondents.
Performance:
Companies whose leaders and experts
rated their organization’s performance
on top business metrics as “above
average” or “excellent” are considered
top performers.
Region:
■ APAC: Australia, China, India,
Japan, South Korea
■ Europe: France, Germany, Italy,
Netherlands, Sweden, United Kingdom
■ AMER: Canada, United States
Sustainability:
In survey questions about
sustainability, the actual phrase
used was “sustainability (relating
to the environment).” In one-on-
one interviews, this more expansive
definition was used: “efforts related
to the environment (mitigating effect
on climate change), the community
(social well-being, improving the life of
populations), and corporate governance.”
52

53
THANK YOU
Autodesk would like to thank the following industry leaders who participated in in-depth interviews
to discuss industry trends and how their companies are responding to changing times.
Sean O’Reilly
Global VP HP Sales
& Innovation
AAF Flanders Inc.
Stefan List
Head of Cabin
Market Insights
Airbus
Hiroshi Kono
Senior Executive
Officer
Daiwa House
Industry Co., Ltd.
Takaaki Miyauchi
Senior Manager
Daiwa House
Industry Co., Ltd.
Bert Zamzow
Manager Overall
System Public
Transport
Max Bögl
Dalton Ho
Regional Sustainable
Design Leader,
Associate
Perkins&Will
Jesse Kobayashi
Visual Effects
Producer/Consultant
The Modern Film
Consortium
Ron Ames
Producer/Founder
The Modern Film
Consortium
Paul Makovsky
Editor in Chief
ARCHITECT magazine
Carlos Caminos
Manager, Data Asset
Management
Bridgestone Americas,
Inc.
MingLei Ma
Chief of Engineering
Research Institute
China Construction
Eighth Engineering
Division Corporation
Frédéric Gal
Head of Business
Modernisation Project
Bouygues
Construction
Stacy Smedley
Executive Director
Building Transparency
Dr. Amy Hochadel
Executive Director,
Global Business
Connected Places
Catapult
Bill Pierce
Founder
EVinfo.net
Charles Cambianica
Design Director
Decathlon
International
Leonard DiChiara
Senior Director
of Design
HCP Packaging
GuoJin Zhu
Chief Engineer
Kunming Engineering
Corporation Limited,
Power China Group
Megan Stanley
Manager – Technical
Applications
GHD
Kunyueh Lin
General Manager,
Building Automation
Solution Business Unit
Delta Electronics
Jeremy Smith
Chief Technology
Officer
Jellyfish Pictures
Andreas Rau
Head of Product
Management,
Transport System Bögl
Max Bögl
Samantha Snabes
Co-founder & Catalyst
Re:3D Inc.
Matteo Barale
Co-chief
Executive Officer
PIX Moving
Steve Plumb
Senior Editor
SME Media,
Manufacturing
Engineering
Catherine Topley
Former CEO
Scottish Canals
Coral Butler
Group Head of
Digitally Enabled
Lean Project Delivery
(DeLPD)
PM Group
JJ Johnson
Chief Operating
Officer
Viewrail
Tomoaki Furukawa
Vice President,
Chief Digital Executive
Toshiba Elevator and
Building Systems
Corporation
Fiona Short
Principal | Architect
Warren and Mahoney

54
The information provided in this report is for general informational purposes only and strictly for the convenience of our customers. Autodesk, Inc. does not endorse or warrant the accuracy or completeness of any information, text, graphic, links or other items contained within the report.
Autodesk, Inc. does not guarantee that you will achieve any specific outcomes or results if you follow any advice in the report.
© 2023 Autodesk Inc. All rights reserved
ABOUT AUTODESK
Autodesk is changing how the world is designed and made. Its technology spans
architecture, engineering, construction, product design, manufacturing, and media
and entertainment, empowering innovators everywhere to solve challenges big and
small. From greener buildings to smarter products to more mesmerizing blockbusters,
Autodesk software helps customers design and make a better world for all. For more
information, visit autodesk.com or follow @autodesk on social media.
Contact Autodesk at state.of.design.and.make@autodesk.com about
this research report or to sign up to participate in future research programs.
ABOUT IPSOS
Founded in 1975 in France, Ipsos is one of the largest market research and polling
companies globally, operating in 90 markets and employing more than 18,000
people. The organization’s research professionals, analysts, and scientists have built
unique multi-specialist capabilities that provide true understanding and powerful
insights into the actions, opinions, and motivations of citizens, consumers, patients,
customers, or employees. Ipsos helps its 5,000 customers move confidently through
a rapidly changing world. For more information, visit ipsos.com.

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