Before digitalization, much of this work took place in discrete, siloed phases, handed off from specialist to specialist. With the advent of digital workspaces and modeling tools, these phases have converged into a centralized way of working informed by data-driven insights. Today, teams collaborating on Design and Make projects see their work as part of a larger, interconnected process. Digital tools and standards make it easier to map interdependencies, refine processes, and democratize solutions.

For the professionals immersed in it every day, Design and Make is more than a way of working—it’s a philosophy and a mindset. It represents a deep belief that every challenge and complexity can be overcome with the right tools and the right skill set. Designers and makers are optimists united by a shared drive to make a better world for all.

2025 State of Design & Make Key Findings

Leaders in Design and Make industries report that they are confronting daunting headwinds, from increased geopolitical uncertainty and inflation to talent gaps and challenges implementing emerging technologies like artificial intelligence (AI). But for the third year, digital transformation has proven to help Design and Make organizations identify opportunity amid disruption, providing benefits nearly across the board. Leaders were clear on the challenges they are facing.

Cost control remains top of mind for organizations amid continued inflation and increasing supply-chain fragility. Implementation of AI and emerging technologies is the second most-cited challenge, one that is compounded by both cost and labor concerns. Talent remains a perennial problem, with nearly two-thirds of organizations experiencing a skills gap and the majority of companies saying lack of skilled talent is hindering growth.

Optimism about AI is down, and concern about its destabilizing effects is up among leaders in Design and Make as organizations struggle with implementation and finding practical use cases for the new technology. And, finally, global uncertainty is depleting organizational confidence and increasing feelings of unpreparedness.

Despite this uncertainty, business leaders in Design and Make are still feeling bullish in some areas as they identify opportunity amid disruption.

• Although overall investments are down year-over-year, more than two-thirds of leaders say they will increase overall future investments.

• Sustainability is experiencing a surge of optimism, with nearly all leaders saying their organizations are taking steps to be more sustainable. Sustainability also continues to be a key differentiator in talent acquisition.

• This year, AI solidified its place as the top sustainability enabler for Design and Make organizations, with applications from natural-disaster mitigation to project lifecycle management.

One standout finding this year is that most leaders surveyed say digital transformation efforts led to improvements at their organizations. The majority of organizations benefiting from digital transformation are seeing more than 50% improvements in categories such as customer satisfaction, innovation, and productivity. Digitally mature companies tend to invest more heavily in technology, and those investments are now paying outsize dividends during the current period of caution.

The digital maturity difference

In this report, “digitally mature” companies are defined as those that are approaching or have achieved the goal of their digital transformation journey. “Less digitally mature” companies are defined as those that are in the early stages or right in the middle of their digital transformation journey.

• Digitally mature organizations are 41% more likely to diversify their supply chains, and leaders at these organizations feel more prepared to handle unforeseen changes compared to less digitally mature companies, giving them an advantage when it comes to resilience.

• These organizations are also more likely to leverage internal data to gain a competitive edge, more quickly develop products and services, and complete projects faster than other companies.

• Digital maturity eases talent concerns, with a 22-point improvement in talent acquisition and retention from their technological advancement over less digitally mature organizations.

• Organizations that are digitally mature are more likely to enter new markets and increase investments into acquisitions, allowing them to expand while others are contracting.

There’s no question that leaders in Design and Make industries are confronting a challenging geopolitical and macroeconomic environment. But given the findings of the 2025 State of Design & Make survey, a resilience agenda centered on digital transformation can provide strong protection against uncertainty.

Source: Autodesk.com

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