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The climate crisis demands that we rethink how we construct the built environment. Buildings account for more than 33% of global energy consumption<\/a> and nearly 40% of greenhouse gas emissions<\/a>. Traditional building materials like concrete, steel, and glass are energy-intensive to produce, meaning truly sustainable buildings are difficult to achieve when we rely on the status quo.<\/p>\n<\/div>\n Mass timber\u2014engineered wood products that deliver immense structural strength while reducing environmental impact\u2014has emerged as a compelling alternative. Our architecture, engineering, planning, and interiors design firm has been on the front lines of mass timber adoption for commercial builds. We believe that any leader who wants to drive innovation in sustainability can learn from what\u2019s happening with this building material. Here are four lessons from our work with mass timber.<\/p>\n One of the biggest barriers to innovation is shifting entrenched assumptions. For decades, the commercial market was dominated by sterile glass and steel towers. But as younger creative and tech groups began valuing a different vibe and the health of the planet, the workplace evolved.<\/p>\n<\/div>\n Real estate development firm Hines recognized this evolution. It saw that top-tier tenants were drawn to the character of turn-of-the-century loft spaces, but supply was finite and existing buildings were often inefficient. We collaborated with Hines to reframe mass timber not as a risky, experimental material, but as a vehicle for a new type of workplace. By pioneering new systems and iterating from one project to the next, we proved that mass timber could provide an authentic-feeling experience with modern performance. The result: The first multi-story timber office<\/a> structure built in the U.S. in more than a century.<\/p>\n Even promising ideas must be validated to be adopted at scale. In expanding mass timber into the hospitality sector\u2014an industry hesitant about new forms of construction because of cost and guest experience concerns\u2014we realized innovation isn\u2019t about persuading people to try something new. Instead, it\u2019s about shared curiosity.<\/p>\n Rather than trying to sell customers on mass timber, we brought together a roundtable of partners, including designers, manufacturers, hotel developers, and brands like Marriott, to identify the gaps in our collective understanding. We asked, \u201cWhat do we need to discover together to answer your specific concerns?\u201d In that space of discovery, we found that a 180-room timber hotel can be built up to two months faster than a concrete equivalent. When you replace \u201cconvincing\u201d with \u201cdiscovering together,\u201d you create a natural partnership that drives innovation.<\/p>\n<\/div>\n Mass timber changed how we build, requiring new workflows and relationships. Systemic innovation requires looking beyond the walls of our firm and reimagining the ecosystem of partners.<\/p>\n A key component of this system is our long-standing partnership with the University of Minnesota College of Design. By participating in its research practice program, we bridge the gap between academic theory and real-world application. This collaboration moved us past fantasy designs and into the technical rigor required to make timber a viable utility.<\/p>\n This demands organizational humility. You should enter a project with educated guesses but always be prepared to be wrong\u2014and no one person or idea should be central to success or failure. We often say you should be able to \u201crip the tent pole out of the middle\u201d of a concept and still have the project stand because the collective expertise is so strong. When you treat partners as equal experts, you create the environment necessary for true innovation.<\/p>\n<\/div>\n Mass timber adoption wasn\u2019t inevitable. It required people across disciplines to advocate for it, test its feasibility, and prove its value, often in the face of skepticism. That kind of momentum behind a new idea doesn\u2019t happen organically; it takes intentional leadership to steer in that direction.<\/p>\n Whether you\u2019re introducing a new material, a new product, a new system, or a new strategy, real change and innovation require buy-in among designers, researchers, engineers, companies, clients, leadership, and frontline teams.<\/p>\n Leaders who want to drive innovation must approach it with intentionality. Pilot projects, test assumptions, measure results, and share what works\u2014in our case, even with competitors.<\/p>\n<\/div>\n Driving real change takes more than just conviction. You have to shift the narrative, embrace shared curiosity, and build the integrated systems required to support it. Leaders who adopt this mindset are the ones who will move their industries forward.<\/p>\n Steven McKay is CEO of the DLR Group.<\/em><\/p>\n<\/div>\n1. To drive change, change the narrative<\/strong><\/h2>\n
2. Curiosity is the antidote to skepticism<\/strong><\/h2>\n
3. Build an ecosystem, not a hierarchy<\/strong><\/h2>\n
4. New ideas need champions<\/strong><\/h2>\n