The perennial challenge in this profession is figuring out how to take time out to think and innovate.
One of my previous companies was openly obsessed about billable percentage in the monthly staff meetings. And then they wondered why the CAD standards were messed up, housekeeping on the server was messy, and people were burning out.
Taking time to innovate means trading good certainties for an uncertain chance at a great innovation in the office.
That’s a difficult trade to make, especially for the guys who have to make payroll every couple weeks. But if the management won’t prime the pump with a little sacrifice, it’s difficult for the staff to volunteer to take the risk.