By: Innovation Lab Manager Steve Moore
When we seek to innovate, how often do we rush to a solution before we define the problem?
Years ago, when I transitioned from a scheduling role to Robins & Morton’s innovation manager, I thought I had what construction technology was missing — technical know-how merged with an understanding of how we build.
I launched into project after project with gusto, focused on digitizing processes and making really cool tech. The tools were impressive, but adoption wasn’t at the level I hoped it would be. Through some open exploration with coworkers and industry peers alike, I discovered something: I was creating “nice-to-have” or “fun-to-have” products, but they weren’t essential to overcoming the challenges of day-to-day work. To really make an impact, I’d need to lace up my boots, get out of my lab and into the field.
Good Ideas Make Great Solutions
The best construction innovations often start on the jobsite. Team members working in the field see firsthand what’s working and what’s not every day. They’re the first to identify a recurring issue or a new opportunity. When jobsite teams are encouraged to share what they’re seeing and thinking, it opens the door to practical, real-world improvements that make a difference where it counts.
Without a clear path to take action, however, idea progress often stalls and nothing comes of it. That’s why we created spaces, both physical and digital, for our team members to speak up and be heard.
Bring it to the Lab
The Innovation Lab started as a think tank, a place where people from all over the company could come together, talk about what wasn’t working, develop action plans, and even build and test prototypes. The Lab began tackling real issues of what our teams faced every day, and when those first ideas turned into real improvements, word spread fast. People saw that their input mattered, and more started to get involved. We coined the phrase, “Bring it to Lab,” and the mantra stuck.
The IdeaEngine: A Platform for Everyone
As the Lab grew, it became clear that a digital platform was needed for several reasons. First, we wanted to improve sharing beyond those who visited our Birmingham, Alabama, office. Second, we aspired to keep innovation progress transparent. Third, we wanted to promote greater collaboration. That’s when the IdeaEngine was built. After looking at what was out there, the team decided to create something in-house that custom fit the way Robins & Morton works.
The IdeaEngine is simple but powerful. Anyone in the company can log in, submit a challenge, propose a solution, or upvote someone else’s idea. People can comment, ask questions, and help shape ideas as they develop.
Real Results from Real People
One example began with Senior Sustainability Manager Jackie Mustakas and Division Safety Director Kevin Osani and their desire to eliminate single-use water bottles on the jobsite. They started with a simple question — “Is there a better way to keep crews hydrated without all the waste?”— and the Lab got to work.
Together, we worked through the logistics, tested solutions, and engaged other in-house experts to develop Water on Wheels, a construction-grade water bottle refill station prototype. The enclosed trailer made it portable, and it only required an outside power source and a water supply line. We 3D-printed dispensers that were embedded into one side of the trailer and added a chiller capable of cooling 32 gallons of water per hour to 50 degrees. We completed the trailer with both carbon and UV filters for purification. As a result, cold, refreshing water was available onsite for a fraction of the cost and with none of the plastic waste.
Another win was the creation of protective covers for electrical receptacles. Anyone who’s spent time on a jobsite knows how easy it is for receptacles to get damaged during drywalling activities, leading to rework and unnecessary cost. Our in-house prototyped and printed MudPlugs have prevented many headaches and saved a lot of time.
Not every idea works out the first time. There have been roadblocks, and some have turned out to be impractical; but our guiding principle has been to keep the process moving forward. Through this, we learn and get better along the way.
Celebrating Success: The Innovation Awards
Every year, Robins & Morton holds the Innovation Awards in February. Everyone tunes in, votes live, and celebrates the top ideas and the people behind them. It’s not just about bragging rights — although that’s a big draw for submissions, too — but it’s about showing that innovation is part of who we are. Team members want to be celebrated for their efforts, and a fun, friendly competition has been an exciting way to recognize them.
How to Build a Culture of Innovation
Developing a process for innovation didn’t happen overnight. If I was starting over today, I’d take the following first steps:
- Mine for valuable problems. Shift your focus to identifying valuable problems, rather than fun and shiny ideas.
- Encourage everyone to speak up. When people know their input matters, they’re more likely to share.
- Make it easy to participate. The IdeaEngine is simple to use and is right for our team. Most importantly, it makes it possible for teams across the country to collaborate. There are countless solutions that might be right for your organization, depending how your team works best.
- Keep the pipeline moving. Support new ideas and make sure good concepts don’t get stuck in limbo.
- Celebrate wins… and failures. Recognition keeps people engaged and proud of their work. But don’t just celebrate the successes. Create a culture that also values learning from failures.
Keep Going, Keep Growing
At Robins & Morton, innovation is an extension of our commitment to exceptional service. By giving everyone a voice and a platform, we can innovate in a way that brings meaningful results to our teams, our projects, and clients. The process isn’t perfect, and there is always more to learn, but the culture of continuous improvement is here to stay. When we’re encouraged to think beyond the status quo and are provided with the resources to support our ideas, we can begin to realize what’s possible.