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Aiirecon Group receives dozens of awards each year for its innovative

engineering designs and practices.For example,theAustralian-South African engineeringandinfrastructure advisory firm is recognized asoneof the world's top five "Best Partners"inservice and structural engineering.Ithas received awards asoneof thebestthree consultingfirmsin the Middle East andasone of Australia's most innovative companies. Aurecon Global Chief Executive Giam Swiegerssaysthese awards reflectthecompany's efforts to getits7,500 employees across 28 countries "future ready" by

becoming better and more creativeatdecisionmaking.

"With the pace of disruption increasingly challenging businesses,itis essential that companies ready themselvestothriveina future thatisas yetunwritten," Swiegers advises. "Innovation is grounded on deep technical expertise,butit'snotenoughtoinvest

in being 'smart'we need to foster creativity, challenge the status quo, explore and experiment to envision what's possible."

Tosupport employee creativity, Aurecon nurtures a learning orientation culture. "Ideas don't happen in a vacuum. They need some inception," says Owen Fair, Aurecon's technicaldirectorin South Africa. "They need organizations that foster spacesPage 243where questions are imperative, risks are welcomed, and mistakes are empowering."

Aurecon has also introduced design thinkingas itsguiding approach to solving client needs. "I think what will really differentiate all professionals ... istheirability to problem-solve and innovate," says Liam Hayes, Aurecon's chief people officer. "One thing we're doing asabusinessand inour people team at Aurecon is building this capability by applyinganddeveloping concepts around design thinking."

Design thinking is a holistic process that involves multiple stakeholders, embraces ambiguity rather than quick solutions, and relies on low-cost prototypestotest ideas. This process recognizes that one ofthecritical elements of effective decision making is problem findingsearching for the real problem rather than treating the client's initial problem statement as a given truth.

"If engineering is going to solve the problems of tomorrow, there'sadesperate need to practice problem finding today," says Hayes. "Engineers are trained tobegood problemsolvers, but too often they waitforpeople to tell them about the problem that needs to be solved."¹

Aurecon Group and every other organization dependoneffective decision making from problem finding to developing creative solutions. Indeed, the ability of any organizationtoeffectively allocate resources, improve products and services, and more generally maintain agood fitwiththeexternal environment is to have people who make decisions well. Decision making is not only a critical management skill;itis alsoPage 244a core activity for all staff members directly in their jobs and through employee involvement.

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