Insights for what's next

Explore practical perspectives that turn complex challenges and emerging trends into real-world outcomes.

510 items
Business people working with a digital tablet in a meeting
Thought Leadership

From insight to impact: Transforming future program management through learning organizations

Driving performance is critical for major programs as it can drastically impact communities, local economies, ecosystems and the client’s budget. Central to positive program execution is how teams learn together across organizational and community boundaries. A culture of learning drives greater results as companies increase in scale and ambition. The more moving parts, third-party stakeholders and business functions involved (typically hallmarks of large infrastructure programs), the greater the need for a learning organization approach. Research by Deloitte shows that companies with learning cultures experience 37% higher productivity and are 92% more likely to innovate. It’s also critical for health and safety, repeatedly proven across sectors. These lessons are particularly vital for major programs as they rely on industry knowledge and track record, newly formed networks and an institutional body comprising multiple external sources. Success hinges on a learning culture that leans on existing intellectual capital and quickly adapts to lessons in future work. The question is: what is a true learning organization? The foundation relies on systematic learning from mistakes and successes and the seamless and accurate transfer of that knowledge across an organization. Peter Senge, senior lecturer at MIT and author of The Fifth Discipline: The Art and Practice of the Learning Organization, explains that successful learning organizations are ones where people continually expand their capacity to create the desired results. This should include learning from experience (LfE) and learning from incidents (LfI). Three specialists from our programs and advisory team and two leading industry partners analyzed past projects

cyber abstract
Thought Leadership

Securing the flow: building cyber resilience into water’s digital future

Authored by Jacobs' SVP of Operational Technology Cybersecurity John Karabias and Director of Operational Technology Cybersecurity Ben Stirling In Virginia, where the James and York rivers spill into the Chesapeake Bay, a water utility is delivering a transformative modernization project. Since 1940, Hampton Roads Sanitation District (HRSD) has been cleaning up what gets flushed away and returning it safely to the environment. But that mandate is evolving. Like every water utility, HRSD serves a growing population, with nearly two million people across 20 cities and counties relying on its network of pipes, pumps and water treatment facilities. In response, HRSD is providing smart solutions like water reuse and energy recovery, underpinned by increasingly sophisticated digital operating systems. The utility is also investing in a less visible but no less critical area: strengthening cybersecurity protections that keep its network secure. The move wasn’t prompted by a data breach — rather it’s recognition that the digital infrastructure that improves resilience can also introduce vulnerabilities. In the Caribbean Sea, the Puerto Rico Aqueduct and Sewer Authority (PRASA) is also moving to tighten its cyber defenses. As the sole provider of potable water and wastewater services for nearly the entire population of the archipelago, and with more than 4,000 assets spread along its network, the utility is building a digital system that provides real-time view of the network’s status. This will give PRASA a clearer read on vulnerabilities and help the utility respond more quickly in the face of catastrophic events, including cyberattacks. Most

mining
Thought Leadership

Delivering complex mining programs at scale: Governance, integration and digital advantage

Mining portfolios are facing a level of complexity that few organizations were designed to manage. Sustaining capital workloads, brownfield optimization and modernization initiatives are colliding with volatile supply chains, labor shortages and rapid technology disruption. Traditional project-by-project delivery inflates design effort, dilutes procurement leverage and leaves leaders reconciling inconsistent data long after capital is deployed. A disciplined program delivery model offers a scalable solution. By unifying governance, pooling procurement, integrating digital platforms and mobilizing talent through resource hubs, mining leaders can compress risk, accelerate schedules and unlock operational resilience. Experience from tier-one mines (world-class, large scale mines) demonstrates measurable benefits — reduced cost variance, faster delivery and improved predictability across multi-site portfolios. Market dynamics driving program delivery Mining companies face a convergence of pressures that strain traditional delivery models: Capital allocation shifts: Sustaining capital and brownfield optimization dominate investment priorities as greenfield megaprojects decline. Supply chain volatility: Concentration of critical minerals in a few geographies amplifies geopolitical risk. Labor scarcity: Skilled resources for automation, analytics and advanced engineering are increasingly scarce. Technology disruption: Digital twins, Artificial Intelligence-driven predictive maintenance and remote operations are redefining productivity benchmarks. These dynamics demand a delivery model that can manage complexity at scale. Incremental fixes and fragmented projects fall short of the predictability and resilience required for today’s mining portfolios. Why fragmented delivery models fail Under portfolio-level complexity, project-by-project delivery exposes systemic weaknesses: Duplicated design and procurement: Each site reinvents specifications, forfeiting economies of scale. Inconsistent standards: Engineering and reporting vary widely, creating audit gaps

Q&A

Why I wear the "J" with Callum Stayton

Our culture is what makes working at Jacobs special. There are three integral places where our shared attitudes and behaviors show up – the company's values and practices, your team and network, and your experience day to day. How long have you been at Jacobs? I've been with Jacobs for two years, although I have a decade of experience in consultancy and data and Artificial Intelligence (AI). Why do you wear the "J?" We’re built on innovation — our team proactively develops creative solutions leveraging data and AI that go beyond expectations. Wearing the "J" means being part of a team that encourages fresh ideas and bold thinking. The flexibility here is another reason I proudly wear the "J." It allows me to manage my schedule in a way that works best for me while ensuring high-quality outcomes. Ultimately, I wear the "J" because I believe in Jacobs' vision and future — and I feel truly valued and empowered. It's a forward-thinking company with an exciting trajectory, and I'm proud to contribute to its success and growth. What does our culture mean to you? Our culture is defined by our people — an exceptional group who are friendly, approachable, hardworking and highly intelligent. The collaborative environment here is inspiring — everyone is working toward a common goal and contributes meaningfully to our collective success. This culture fosters a sense of purpose and shared achievement that resonates throughout all we do — it's a community that values integrity, collaboration and innovation

Q&A

Growing globally: Olivia Millard’s Jacobsgo! experience

Olivia Millard, a Melbourne, Australia-based process engineer, shares her experience as part of our 2025 JacobsGo! cohort – living and working in Portland, Oregon, U.S. Why did you decide to apply for the program? Throughout my life, I’ve found that immersing myself in different places, contexts and cultures through long-term travel has been a launchpad for my personal and professional growth. JacobsGo! presented such a unique opportunity that I couldn’t pass it up! I am very grateful to be a part of the program. What were you most excited about? Going into this experience, I was excited to learn from technical specialists in Oregon and develop my design skills. On the personal side, I looked forward to exploring the Pacific Northwest outdoors – trail running, skiing, hiking and camping.  What kind of work did you do in your JacobsGo! role? Like my role at home, my workload spanned a range of diverse projects. They involved concept level designs of treatment plants to support capital planning, detailed design of treatment systems, quality control management and development of an interactive facility map dashboard as part of program management efforts.  One project that was a key focus during my time in the region was early works for a water treatment plant. The project centers on the design of fish intake screens and raw water pump replacements which will help the city maintain reliable operations through upcoming major upgrades at the plant.  What was the best part of your JacobsGo! experience? There were so

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Q&A

Do digital twins live up to the hype?

Digital twins are having a moment. Whether your goal is to minimize the risk of cost and schedule blow outs on a project, engage more effectively with communities and interest groups across the design process or reduce operations and maintenance costs to achieve greater profitability over the long term, a digital twin is often promoted as the answer. They certainly hold great promise, but should we be buying into the hype? We sat down with Jacobs Global Principal – Digital Twins Garrett Owens to find out... Firstly, what is a digital twin? Fundamentally, a digital twin is a digital or virtual replica of a physical asset or system. It is developed for the purpose of intelligently connecting complex information to offer insights into the physical system in a risk-free environment. A digital twin communicates and visualizes these insights to owners and operators to better-inform decisions about how the asset or system is operated and maintained. Better decisions support positive interventions and thereby produce valuable outcomes. Do they live up to the hype? Digital twins are currently one of the hot button technology trends in the industry. However, we must avoid the hype associated with specific technologies and instead focus on the benefits that digital twins bring to the industry. The benefits for organizations are numerous, ranging from reducing costs to increasing throughput and production capacity. Digital twins are an active agent in value creation and their applications are constantly expanding. Digital twins have been developed and applied in everything from

Q&A

Exploring new horizons: Wiktor Wojter's Jacobsgo! experience

At Jacobs, we provide meaningful opportunities to support the growth and development of our people — both personally and professionally. One of these opportunities is JacobsGo!, our global secondment program that facilitates inter-regional and international six-month assignments for employees across the company. In 2025, Electrical Engineer Wiktor Wojter participated in the Jacobs GO! program, traveling from his home office in Warsaw, Poland, to Greenville, South Carolina, U.S., to work as an electrical engineer in industrial facilities for six months. We connected with Wiktor about his experience: Why did you decide to apply for the program? It was a unique opportunity for me to foster international business relationships and enhance my skills through a secondment to another office. As a young electrical design engineer from Poland, I knew that an international assignment would help me better understand the methodologies and working culture of engineers from other regions with whom I collaborate. The distinct nature of the projects compared to those I had previously worked on was also very appealing. What were you most excited about? The chance to meet new colleagues and tackle fresh design challenges. I also have a passion for travel and photography, so I was thrilled by the prospect of exploring the U.S. during my free time and gaining new experiences while living in a different environment for six months. What kind of work did you do in your JacobsGO! role? During my assignment, I worked closely with the electrical team on projects to modernize paper mill facilities

Q&A

Building skills and bridges: Stephanie Elovaris’ Jacobsgo! experience

Stephanie Elovaris shares her experience as part of our 2025 JacobsGo! cohort – living and working in Leeds, U.K. Why did you decide to apply for the program? The JacobsGo! program is a great way for early career professionals to grow their careers while living and working in a new location. I wanted to develop my skills overseas and learn in a different environment. Professionally, I was particularly interested in the opportunity to learn new technical skills that I could apply back home. What were you most excited about? I was excited to work with new people from across the company and contribute to a project in the U.K. I wanted to see how transportation projects are delivered in another country and compare them to what we do in Australia. Working with different design standards and software early in my career has helped me to broaden my design skills. Outside of work, I was eager to travel around the U.K. and Europe and take advantage of being on the other side of the globe. What kind of work did you do in your JacobsGo! role? I worked on the design of a light rail project, including both 2D and 3D design optioneering. The project was in the concept design phase, which is different from my experience in Australia. I had the chance to learn a new software, Civil3D, to undertake modelling that assists with option development. I also helped prepare documentation and presentations of these designs for the project, which

reflection
Thought Leadership

Digital twins: Why the real challenge is change, not technology

As organizations look to digital transformation to unlock efficiencies, reduce costs, optimize asset operations and enhance business performance, many are discovering the biggest hurdle isn’t the technology — it’s the people. Nowhere is this more evident than in the implementation of digital twins, which are often misunderstood as purely technical upgrades rather than the far-reaching organizational change projects they truly are. A digital twin is a dynamic, virtual replica of a physical asset, system or process. It uses historic and real-time data to simulate, monitor and optimize performance. In the building and infrastructure sector, digital twins hold the key to unlocking greater value across the asset lifecycle. While the technology is impressive, its success hinges on how well an organization can adapt its culture, workflows and mindset to maximize the benefit. The global digital twin market is growing rapidly and is expected to reach $149.81 billion USD by 2030, with the transport, infrastructure, healthcare and energy and power sectors leading the way. According to McKinsey, 70% of technology leaders in major corporations are actively investing in digital twin initiatives. Yet, many struggle to realize their full potential because implementing a digital twin is not just a technology rollout. It represents a fundamental shift in how an asset is designed, operated and maintained, how teams collaborate, and how strategic decisions are made. For example, operational teams must learn to trust data and predictive analytics over gut instinct. Maintenance crews need to adapt to condition-based servicing rather than scheduled routines. Executives must

A nighttime cityscape featuring tall, illuminated buildings, overlaid with abstract digital circuit patterns to symbolizing technology and connectedness
Thought Leadership

Realizing digital ambitions for the built environment

By: Kurt Moroney Digital technology is transforming how we design, operate and experience buildings and infrastructure. Advanced technologies and vast data insights are unlocking new opportunities for greater efficiency, sustainability and resilience, as well as personalized, interconnected and immersive services and experiences. Digital enablement is no longer “nice to have” but rather a critical component that enhances community connectivity, increases asset value and delivers revenue returns on major infrastructure investments. As investors and developers set more ambitious digital goals, urban planners and designers must seamlessly integrate a growing range of technologies into building, precinct and city-wide plans and designs, alongside other critical systems. This requires an expansive skillset that bridges up-front strategy, urban planning, engineering design and technology procurement and deployment. Growing digital ambition creates new challenges Today’s buildings and infrastructure projects are far more than physical structures. Traditional operational technology (OT) and information technology (IT) systems are converging with technologies such as sensors, Internet of Things, Artificial Intelligence, digital twins and other “smart” enhancements to drive asset performance. Emerging technologies, such as interactive surfaces and holography, atmospheric technologies, gaming technologies, robotics and blockchain, are also changing how we interact with and experience built spaces. Buildings and infrastructure are now intricate ecosystems with digital layered into the overall building design to enhance, customize and personalize the end-user experience. This is especially true in the Kingdom of Saudi Arabia where giga projects are redefining the scale of ambition for digital enablement in the built environment. Most developers outsource this work to

Aerial view of Dubai skyline at sunset
Q&A

Building with purpose: How architecture shapes placemaking

In this Q&A, Morné shares how his team in Dubai is helping redefine the built environment through future-ready design, digital innovation and human-centered solutions. Tell us a bit about your background, career journey and what brought you to Jacobs. I’ve worked across the design spectrum for more than two decades, from small studios to large, multidisciplinary firms. Originally from South Africa, I moved to the United Arab Emirates to lead architecture on complex, high-profile developments. What drew me to Jacobs was the ambition to bring real purpose to design — not just in aesthetics or function, but in impact. At Jacobs, I saw an opportunity to help shape a culture that values innovation, integrity and deep human insight. I now lead a passionate team of architects and urban designers committed to future-focused, place-based design. What does Jacobs’ tagline “Challenging today. Reinventing tomorrow.” mean to you in the context of architecture and urban transformation in the Middle East? To me, it’s a call to action. In this region, where transformation happens at a scale and speed that’s unprecedented, we have a responsibility to question convention and reimagine the possible. “Challenging today” means confronting legacy systems, outdated processes or design-by-default. “Reinventing tomorrow” means creating environments that are inclusive, sustainable and culturally resonant — not just for now, but for generations to come. That mindset is central to our work across Saudi Arabia, the Emirates and the wider region. What makes Jacobs’ approach to architecture unique in this region? We’re not just designing

Kingdom of Saudi Arabia Landscape at night
Thought Leadership

Shaping saudi arabia’s future cities through bold ambition

Saudi Arabia’s transformation is redefining how cities are planned, funded and delivered. Abdulelah Alsheikh reflects on lessons learned from giga projects, the role of governance and systems, and how ambition itself has become a national capability shaping Vision 2030. From projects to systems One of the biggest lessons I’ve carried into my role at Jacobs is that urban transformation isn’t only about delivering physical projects. True transformation happens when institutions are strengthened, governance models are refined and systems are built to last. Infrastructure can be constructed in years but institutions endure for generations. That’s why my focus with clients is not only on assets delivered but also on capabilities embedded — ensuring the systems behind those assets are resilient enough to support ambition well beyond Vision 2030. The defining shift Looking back over the past decade, the Kingdom’s defining achievement is not a single metro line, airport or giga project — though these are remarkable in scale and speed. The real shift has been philosophical. Urban development has moved from being reactive to growth to becoming a proactive tool for competitiveness, quality of life and global positioning. That mindset shift — treating urbanism as a strategic lever rather than a byproduct — is perhaps the most valuable infrastructure Saudi Arabia has built. Opportunities and challenges at scale As we accelerate toward Vision 2030, the opportunity before us is unique: to leapfrog legacy models. Most global cities retrofit sustainability, mobility and cultural identity into systems already in place. Saudi Arabia can

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