We are living in an age where corporations seem to be consolidating at record speed. Major furniture manufacturers are merging together, and architecture and design giants continue to expand by absorbing local studios. Big firms keep getting bigger, which has me questioning what this means for our industry.
There is no doubt that publicly traded companies bring immense talent and ingenuity, but as these mergers unfold, the question arises: Can true values and innovation survive under the weight of shareholder pressure and short-term performance?
Consolidation can be disruptive for those caught in the mix, but it also creates opportunities, revealing cracks and gaps for agile companies to fill with clarity, adaptability and values that resonate deeply.
Innovation Through Agility
Scrolling LinkedIn last week, I came across an interesting post from Kay Sargent, Senior Principal and Director of Thought Leadership, at HOK regarding the recent HNI acquisition of Steelcase. Her commentary struck an optimistic yet cautionary tone, noting that consolidation can either fuel innovation and progress or stifle it. According to Sargent, our industry must move beyond old models to meet the changing needs of clients. But how?
In my response, I noted that regardless of what happens with the largest manufacturers, this moment creates space for nimble and resilient companies to shine. Privately held firms, in particular, can spot problems quickly and respond with solutions. With fewer layers of approval, they can take risks, experiment, and move in anticipation of client demand. When creativity and decision-making flow freely, every department in the organization becomes a lever for innovation.
Agility also shows up in offering cohesive solutions across a range of price points, giving clients confidence, consistency and purchasing power. Nimble companies can adjust supply chains and pricing structures in the face of tariffs (bonus: not all manufacturers add tariff fees). They can also quickly develop innovative products and tools to meet emerging needs, acting with speed and purpose while supporting both design and budget integrity.
The result is a closer alignment with market needs, empowering both designers and clients. As a McKinsey study notes, companies that prioritize agility are 1.5 times more likely to report financial outperformance compared to their peers. In our industry, that translates into new solutions that continually evolve to support the needs of people, spaces, and budgets.
Human Experience and Values
What happens to human-centered values, sustainability, social responsibility, and culture, when profit becomes the primary driver of decision-making? What do we risk losing when initiatives that bring meaning, purpose, and long-term impact are judged only by short-term returns?
This moment may invite privately held companies, and even divisions within larger organizations, to respond differently. Without the same pressures of public markets, they have more freedom to pursue long-term strategies that emphasize not only performance, but also design and values. These approaches can strengthen trust, deepen loyalty and create lasting value for employees, clients and communities alike.
Some of the most meaningful initiatives I’ve seen and have been part of might never survive a quarterly profit review: the Cool Springs sustainable forest, which supports both client experiences and community programs; the Design Your World children’s book, which introduces design as a career path and promotes diversity; and the Imagine a Place storytelling platform, which amplifies authentic voices across the design industry.
These efforts reflect a people-first mindset, reminding us that values and authentic connection are inseparable from lasting progress. As author and speaker, Simon Sinek reminds us, “People don’t buy what you do, they buy why you do it.”
For those of us in the design industry, the challenge becomes: How do we ensure that these values remain at the heart of the partnerships we choose going forward?
Strength in Partnerships
The consolidation of large brands does not mark the end of innovation in our industry, but it signals a turning point. It invites us to reflect on the choices we make: Who are we aligning with, and what do those partnerships say about our priorities?
Innovation will always be critical, but so will values like sustainability, equity, and human-centeredness. When companies balance performance with purpose, they not only deliver strong results but also create trust, loyalty, and long term impact.
The real opportunity lies in strengthening partnerships with those who embody that balance. By choosing collaborators who measure success through both metrics and meaning, we can help ensure that design continues to serve all people, advance innovation, and leave the workplace – and the world – better than we found it.
Maria VanDeman, NCIDQ, Ind. IIDA, is an interior designer, published children’s book author, Director of Design Strategy at OFS, host of the Imagine a Place Podcast, and advocate for equity in the workplace. Passionate about people and purposeful design, Maria is dedicated to creating meaningful impact through environments, storytelling, and mentorship. Say hello and follow along on LinkedIn.