In the Architecture, Engineering, Construction, and Operations (AECO) sector, we are brilliant at solving complex technical puzzles. We can optimize structural loads, simulate carbon footprints, or automate BIM workflows with surgical precision.

But there is one thing most R&D projects consistently underestimate: External Communication.

It’s rarely a lack of will. Most teams value their work immensely. The issue is structural. Communication is treated as a by-product, something you do once the “real work” is finished, rather than a core workstream integrated into the project’s DNA.

The Assets You’re Leaving on the Table

R&D isn’t just a path to a final report; it’s a factory for high-value assets. Throughout the lifecycle of a project, you are generating:

• Validated concepts that prove what’s possible.
• Lessons learned (including the “noble failures” that save others time and money).
• Data-backed insights that can shift industry benchmarks.
• New operating models that challenge the status quo.

If these assets remain trapped within the project bubble, the project’s impact is under-realized because it never reaches policymakers. Funding logic weakens because stakeholders can’t see the momentum. Ultimately, the consortium’s value erodes; partners may know they did good work, but they struggle to prove it to their boards or the broader market.

Communication as a Value Multiplier

Well-structured communication isn’t about vanity PR or “visibility for visibility’s sake.” It is a strategic tool designed to:

• Translate Complexity: It turns technical jargon into the language of decision-makers, the people who sign the checks and change the regulations.
• Build Consortium Credibility: It positions every partner as a thought leader, not just a participant.
• Secure the Future: It creates the narrative needed to bridge the gap between a pilot and a commercial pathway.
• Create Legacy Assets: Instead of a one-off press release, it produces reusable content that continues to work for you long after the project ends.

Making it Official: Planning and Budgeting for Impact

If external communication isn’t in the budget, it isn’t in the project. To move beyond “afterthought” status, communication must be integrated into the project’s structural framework from day one.

Dedicate a Work Package

Don’t bury communication tasks inside technical work packages. Create a dedicated Communication & Dissemination Work Package. This ensures there is a clear lead, a defined set of deliverables (e.g., white papers, webinars, case studies), and—most importantly—accountability.

The “10% Rule” of Thumb

While every project varies, a healthy benchmark for R&D projects is to allocate 5–10% of the total budget to communication and knowledge transfer. This covers:

• Content Production: Professional writing, graphic design, and video production to make complex data accessible.
• Platform Management: Maintaining the digital “home” for project insights.
• Stakeholder Engagement: Costs for hosting workshops or presenting at industry-shaping events.

Sync with Technical Milestones

Your communication calendar should mirror your technical roadmap. Instead of waiting for the final report, budget for “interim insight” assets. When a technical milestone is reached, the communication workstream should be ready to translate that milestone into a market-ready insight immediately.

From Outcomes to Influence

Navigating this gap requires a rare perspective: someone who speaks the language of AECO R&D but understands the mechanics of industry adoption.

Effective communication helps R&D projects move from “the best-kept secret in the industry” to a catalyst for real-world change. It’s not just reporting on outcomes; it’s about turning them into influence.

Are you running an AECO project where communication feels like a “nice-to-have” rather than a driver of success?

That’s a signal worth acting on. Let’s ensure your hard work reaches beyond a PDF on a shared drive. Book a meeting with Aarni Heiskanen to discuss how AEC Business can help you.