NextGenStrategy
Our Vision
Our People
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Vision
The world needs visionary disruptors. Great things do not happen in tiny increments, they happen when people think completely differently.
For more than a century, Black & Veatch has pioneered planning and delivery solutions that help clients grow and transform their businesses.
Now, as the world’s challenges become increasingly complex, we must think bigger and take bolder steps. Push ourselves. Place big bets. We must also keep our people at the heart of everything – our employee-owners power our success and make Black & Veatch great.
This is what being THE leader means: bringing out the best in our people, leading our clients into greater futures, and driving recurring growth to reach new heights and continue Building a World of Difference for centuries to come.
Our vision is to be THE Leader in Sustainable Infrastructure…
At Black & Veatch, we define Strategy as an integrated set of choices that tell us where to play and how to win. When we win, we create value for our clients, wealth for our employee-owners, and positive impact in the world.
Our enterprise strategy, the NextGen Strategy, is a roadmap to our future success. Well beyond an annual financial plan, it is a set of outcomes and associated actions to achieve our future success over a multi-year timespan with adaptability and resilience to account for changes into the next decade or more.
In implementation, it is a holistic framework to guide our decisions across the BV Global Operating Model. The Client Segments, Regions, Solutions, Operations, and Enablement functions within the model may each develop area-specific strategies. These various internal strategies interlock with and support the outcomes and actions of the enterprise strategy.
Strategy Overview
People
Black & Veatch is already a strong talent magnet, with more than 3,000 new professionals joining since 2022 alone. Being a talent destination means enacting our destiny as a career proving ground where people are excited to come be their true selves, grow and invest over the long-term as owners, and do the best work of their careers, benefitting the growth of our clients and company.
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Outcomes
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Strategy Pillar 2: Lead Clients Into Tomorrow
Clients
Our ambition of “being a company that disrupts, not one that is disrupted,” requires a keen eye for future trends across segments and knowing our clients’ needs before they do. It calls on us to not just disrupt the E&C space but to bring innovative solutions that help clients disrupt in their industries as well, earning trust and recognition as a visionary leader.
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Outcomes
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Delivering today, disrupting tomorrow
Strategy Pillar 1: Become THE Top Talent Destination
Offering a world of opportunity in a single company
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Strategy Pillar 3: Drive Perpetual Growth
Running up the score for sustaining profit
Growth
We are at a rare time when most of our markets are trending upwards. We must build on this momentum to drive growth up and down our portfolio – running up the score to capitalize on the moment. We will allocate resources wisely to priority areas, including evolving our portfolio, while also choosing quality projects and executing them well to avoid margin erosion. This strategy builds a flywheel to generate continual profits which we reinvest.
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Strengthening the connection between culture and strategy
Culture
Our culture of safety, ASPiRE, and employee-ownership forms the bedrock of our company. Without a stable culture, where people enjoy what they do, strategy and performance cannot succeed. However, with values of innovation and entrepreneurship also a part of our culture, we need to remember that our thinking and behaviors must also evolve to maintain alignment with our strategic objectives.
Rather than moving away from our ASPiRE culture, we are applying those same principles to the world in new ways. It’s a new way of looking at our role in a changing world.
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The Pillars
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The Leader
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