not financial gain that defines who you are or what you do. Think about your mission statement and you value proposition. Why do you do what you do? And apply this to your strategic plan to ensure that your business objectives stay true to the company. This will ensure the plan remains genuine, achievable and something all members of your team can believe in. 5. What does the future hold? A short-term strategic plan may define your cash flow and financial objectives for the coming year, but what about the years beyond that? How do you want your business to grow, and what environmental, financial and industry factors might need to be considered in line with your long-term plans? Keeping on top of your business strategy can be daunting. If your strategic plan needs an overhaul, get in touch for some advice.  
The future of the industry — architecture and engineering Management for Design continues to receive great feedback on the Business Insight networking event held at Melbourne’s popular Eureka 89, in July. For those who were unable to attend, business leaders Ian Hopkins, CEO at Norman Disney & Young, Leone Lorrimer, CEO at dwp|suters, and Tony Battersby, Director at SJB Architects, discussed some of the key challenges facing the architecture and engineering industry.
The panellists discussed what their distinct practices are doing now to ensure their businesses thrive into the future. The key points raised included strategic alliances to broaden skillsets without stretching resources, fostering and nurturing creative talent and the need for an international mindset. Leone
