Autodesk’s 2027 State of Design & Make report points to a significant shift: organizations are no longer gaining an advantage simply by adopting digital tools. The strongest performers are connecting digital transformation, AI, sustainability, trusted data and workforce capabilities into a coordinated operating model.
The report is based on research conducted in 2026 with 5,500 leaders and experts across AEC, manufacturing, and media and entertainment in 23 countries. Autodesk identifies 11% of respondents as “Pacesetters,” organizations demonstrating leadership across digital maturity, AI adoption and sustainability.
1. Digital transformation is producing measurable returns
Digital transformation has moved beyond experimentation:
- 98% report measurable business benefits.
- 49% say they have made substantial progress toward their transformation goals.
- Two-thirds report improvements of at least 50% in customer satisfaction, productivity and innovation.
- Roughly one-third report improvements of 75% or more in these areas.
However, only 44% now describe themselves as digitally mature, down from 63% in 2024. Autodesk interprets this decline as rising expectations rather than lost progress. AI, automation, cloud technology and connected data are continually redefining what digital maturity means.
The primary constraint is also changing. While 37% identify cost as a major obstacle, 56% cite at least one skills-related barrier. Technology is advancing faster than many organizations’ ability to implement and scale it effectively.
2. AI execution is becoming the competitive differentiator
AI and technological advancement have overtaken cost management as the top organizational concern, rising from 31% in 2025 to 40% in 2027.
AI investment is accelerating:
- 75% plan to increase AI investment over the next three years.
- 40% have integrated AI into design workflows.
- 34% are implementing AI-driven automation.
- Only 40% say they are approaching or have achieved their AI goals.
- Six in 10 remain in the early or middle stages or have not yet started.
Confidence is nevertheless increasing. Seventy-three percent believe AI will improve their industry, 71% believe it will make the industry more creative and 70% expect it to reduce repetitive work.
The differentiator is not access to AI tools but the ability to operationalize them. Pacesetters are substantially more likely to have:
|
AI capability |
Pacesetters |
Mainstream |
|
Dedicated AI implementation teams |
94% |
61% |
|
Connected organizational systems |
91% |
60% |
|
Trusted data partners |
92% |
65% |
|
AI integrated into design workflows |
57% |
38% |
|
AI-driven automation |
48% |
32% |
Workforce priorities are also shifting toward broad AI fluency. Organizations place greater emphasis on general AI knowledge and practical experience than on highly specialized technical expertise.
3. Sustainability is becoming a business strategy
Sustainability is increasingly viewed as a source of revenue, resilience and differentiation rather than solely as a compliance obligation:
- 67% say sustainability creates a competitive advantage.
- 71% believe sustainability initiatives can eventually generate more than 5% of annual revenue.
- 92% of Pacesetters see sustainability as a competitive advantage, compared with 65% of mainstream organizations.
- 89% of Pacesetters expect sustainability to generate more than 5% of annual revenue.
Execution remains a challenge: 41% say they are falling behind on their sustainability goals.
Leading organizations are integrating sustainability into operational decision-making. They are more likely to improve energy efficiency, increase renewable energy use, adopt circular-design practices and apply AI to sustainability initiatives. This allows them to evaluate cost, carbon, risk and performance together, earlier in the design or production process.
4. Connected workflows and industry convergence create greater value
The report defines convergence as connecting data, systems, workflows, teams and expertise across the Design-Make-Operate lifecycle and across traditional industry boundaries.
Organizations are increasingly looking beyond their own sectors:
- 75% seek innovation ideas outside their industry.
- 68% adopt digital techniques or tools originating in other industries.
- 64% of organizations outside media and entertainment now use graphical visualization tools.
- 68% report diversifying their supply chains, up three percentage points since 2025.
Pacesetters are more likely to enter new markets and introduce new offerings:
|
Business outcome |
Pacesetters |
Mainstream |
|
Introduce new products or services |
92% |
66% |
|
Enter new markets |
87% |
65% |
|
Connect systems through APIs |
91% |
60% |
|
Assign ownership for internal data |
93% |
66% |
Technologies and operating models are crossing sector boundaries. Construction is adopting manufacturing practices such as prefabrication, automation and repeatable processes, while manufacturers increasingly use construction-oriented cloud collaboration and lifecycle-management capabilities.
The central takeaway
The report’s strongest conclusion is that technology investments deliver greater value when they operate together. AI requires trusted data, connected systems and skilled employees. Sustainability improves when it is embedded into digital workflows. Innovation accelerates when data and expertise move freely across departments, lifecycle stages and industries.
For AEC and manufacturing organizations, this creates five leadership priorities:
- Establish a connected, reliable data foundation.
- Integrate AI into real workflows instead of treating it as a stand-alone experiment.
- Invest in workforce skills, adoption and change management.
- Measure sustainability through operational and financial outcomes.
- Replace disconnected point solutions with integrated lifecycle workflows.
Check out the full report here: 2027 State of Design & Make Report
