This is a follow-up to my WLA article, “What are the landscape architecture trends for 2026?” for the more business-focused people of the landscape architecture industry. I endeavour to cover business trends that I think will influence the industry during 2026 and beyond.
Increasing Uncertainty
Over the past year, we have seen increasing uncertainty in the landscape architecture business due to policy changes, regime shifts, a slowdown in mega projects, restricted funding, the impact of AI, the increase of e-commerce on retail and logistics, and so on. Larger landscape architecture firms need to undertake a review of their own business, determine their exposure to these changes, and identify how to diversify or insulate themselves from these impacts. Many firms will have little exposure as they cater to a local market and niche, whereas other firms with a more expansive business will need to assess which markets or locations need greater caution or investment in business development. For much of the past five years, I have heard people ask when it will return to normal, and I think many have concluded that this is the “new normal”, and that we need to embrace the uncertainty and determine how to take advantage of opportunities and build more resiliency in teams.
Changing clients and specialisations
With increasing interest in climate change, biodiversity, and ESG targets, there will be greater interest (from developers, insurers, and fund managers) in the value landscape architecture firms can bring, given their understanding of the broader landscape. There are already firms using climate, water, and biodiversity models to design landscapes with greater resilience.
Specialisations have always been part of landscape architecture firms, such as playscapes, green roofs, wetlands, conservation, wayfinding, etc. In the coming years, there will be greater specialisation in Urban Heat & Thermal Comfort, Ecological Rewilding, Water Resiliency, Data Analysis & Monitoring, Circular Materials Systems, etc. Some will become standard offerings for every design firm, and others will become specialisations with passionate team members that generate revenue. When considering these specialisations, it would be prudent to check your insurance coverage and schedules.
Artificial Intelligence Offers Challenges & Opportunities
Balancing Culture and Opportunities
I think, from what I am hearing and seeing, that some firms are experimenting with AI across the firm, while others are facing internal pushback due to ethical concerns, whilst competitors move forward. The best utilisation of AI will come down to balancing culture, innovation and business sustainability. Now, I think most firms should assess their teams’ abilities and desire to learn, and determine the opportunities that AI tools offer.
Assess the possibilities
There is no underestimation of the impact that AI will have on the landscape architecture industry, from business development to procurement to operations to training to construction. As a starting point, firms need to focus on what we are currently hearing/seeing, what our team is doing, what our competitors are doing, what efficiencies are achievable, and what level of investment is required (financial and time) for experimentation, operations, implementation and training.
The leading issue firms face is the large number of options and tools offered by traditional vendors (Adobe, Autodesk, Microsoft) and startups (OpenAI, Deepseek, Midjourney, etc.). The best approach is to assess a wide range of tools for the problem or task, then determine which ones work well together and enable an efficient workflow and the best (design and fee) outcomes.
Educating Teams and Clients
In determining which apps deliver the best outcomes or solutions, it is a matter of training teams on the process and the possibilities. This training should include basic guardrails (e.g., around IP) to ensure you comply with client requirements while avoiding unnecessary or inefficient explorations that have already been done.
For those old enough to remember, you can think back to the internet boom, the sustainability certification shift (LEED, BREEAM, SITES, etc.), or, more recently, the shift to BIM. Clients often do not understand the investment or possibilities/shortcomings of a new process or technology, as they usually read headlines and make assumptions about speed and efficiencies. Therefore, firms should provide a summary to educate clients about the firm’s AI capabilities.
Pressure on Fees
Another impact of AI will be downward pressure on fees, as we have seen recently in the consulting industry, with big consulting firms facing client demands for fee reductions or more work for the same fee retainer. Like consulting firms, landscape firms often work on an hourly basis; therefore, we may face the same demands from clients, which will require us to demonstrate that the value of landscape fees provides a good return on investment.
Proposals will also face greater scrutiny as clients start using AI to analyse past data to assess fees and services. Of course, this has occurred in the past with procurement departments using benchmarking and spreadsheets; however, with changes to procurement processes, I can see a trend of having to justify fees and services and the value of design.
AI Offerings
Overall, AI offers challenges and opportunities to improve design firms, whether through automating company budgeting and billing or improving production workflows through analysis. Firms that look to implement AI to solve problems and improve project delivery will be best placed for the future.
Pushing back on requirements
There has been an ever-increasing list of client requirements (insurance, operation policies, certifications, financials, etc.) from clients and governments, but at the same time, a decrease in the number of competent client-side project managers who can provide succinct briefs and requirements. I see a growing trend of firms either pushing back on requirements (BIM LOD, Training, Inductions, etc.) or providing alternative briefs or non-compliant proposals with extensive notes that meet the client’s needs or objectives.
From Legacy Systems to AI Intelligence
Over the past decade, many firms have invested heavily in servers, cloud, and business ERP or project management systems. Due to AI and other shifts in computing, I think that in the near future, design firms will start looking for new systems (because many legacy systems are clunky), AI plugins, or analysis platforms to improve resourcing, production efficiency, and billing.
Many companies have large amounts of client and billing data that are untapped in determining actual costs and profitability, especially if the firm has multiple entities with varying tax codes and employee benefits. However, the data needs to be clean and accurate, which is hard when humans enter most of the data. Yet I feel many companies will start using AI for analysis to understand better their operational costs or to resource and bill projects most effectively.
Taking Greater Accountability for Sustainability
Over the past decade, we have seen an increase in discussions about sustainability, what it means, and how it influences design. In the landscape architecture industry, many firms have embraced sustainability in their projects, driven by environmental, social, or economic concerns. However, I feel that many firms have greenwashed their projects rather than taking greater accountability for sustainability. In 2026, it will come to the fore as their teams and clients begin to question whether sustainability is being achieved in built project outcomes, especially when it contributes to the project or company ESG objectives and targets.
Greater vetting of suppliers
Due to increased accountability for sustainability and ESG targets, we will see clients requiring more (lifecycle) assessments of products, suppliers, and services and may have to provide project carbon impact statements or emissions/sequestration data. In Europe, this may involve evaluating suppliers’ certifications and whether they pay levies or duties under the Carbon Border Adjustment Mechanism (CBAM). These services will need to be included in fee calculations, as we have all learnt from BIM, the level of detail and development (along with software and training) required to provide these services can increase costs (fees) by 10-20%.
Culture and Talent
Although we face uncertain times, there is always a need for firms to develop culture and determine which talent is needed to meet resourcing needs and client services. The demand for talent goes through cycles and is influenced by current macroeconomic conditions and regional shifts. With the current increase in work in India, the Middle East, Africa, and South America, and a decrease in projects in the UK, Europe, Australia, China, and some parts of Southeast Asia. Although some firms operate on a fly-in/fly-out basis, the majority of design firms are local or have local bases to serve clients’ needs, thus requiring more local talent or people willing to relocate.
Talent is always a make-or-break for design firms, as it is the value that we bring to design projects. There is always a need for good designers, thinkers, technicians, project managers, and operations talent. During these uncertain times, firms can fall into the trap of being too transactional, which ultimately harms them in the long term.
Overall, there are many challenges and opportunities for design firms in the coming year. However, if business leaders take the time to determine a strategy, communicate well with their teams and clients and focus on delivery rather than the noise, then they can continue to achieve their goals.
All the best for 2026, and feel free to connect with me via LinkedIn or Email.
2026 Business Trends for Landscape Architects by Damian Holmes – Founder & Editor of World Landscape Architecture, Non-Executive Board Member of Royal Botanic Gardens Victoria.