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The Architect's Firm: Strategies for Success in Professional Practice

Explore the core values, expertise, and execution methods that drive architectural firms towards success. Learn about different firm operating values and the Sparks Framework archetypes for design professions. Understand how to integrate values, market, and technology effectively to achieve harmony within the firm.

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The Architect's Firm: Strategies for Success in Professional Practice

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  1. The Firm 2 • The Architect’s Office • fromProfessional Practice, Chapter 9 by Paul Segal • The Sparks Framework: 6 Archetypes • from Handbook of Architectural Practice, Chapter 5.1 by Ellen Flynn-Heapes • Office Organization & The Legal Structure of Firms

  2. Frank Lloyd Wright

  3. SOM Started in 1936, NY SF, DC, LA, Hong Kong, Shanghi; 10k projects in 50 countries

  4. The Architect’s Office • Many studies of professionals and firms group them into categories defined by… • Core Values • Services • Clients

  5. Expertise • Expert firms value ideas • Celeberty architects known for design talents • Clients are those for whom a unique, special design is critical for project success

  6. Experience • These firms offer known-how • In building types (hospitals) • In geography (southwest) • In systems (prefab or modular) • Client who want ot play it safe go to a firm that has done many of “their” type of building before.

  7. Execution • These firms know how to ‘get it done’ • Projects that are.. • Very large • In difficult sites • On tough schedules • These firms specialize in processes and procedures. • Build a hospital in an underdeveloped country in 3 months; most firms can’t deliver this..

  8. Firm Operating Values • Practice-Centered Firm • Architecture is a way of life for the firm’s members • They live and breath architecture 24/7; doing it as well as possible until any hour is what drives them

  9. Firm Operating Values • Business-Centered Firm • The practice is a livelihood • The members consider it a business rather than a mission

  10. Basic Elements of a Business Design Model • Getting Work – Markets & Marketing • Doing Work – Projects & People • Organizing Work – Money & Leadership • What is the firm known for? – Sales message, best fees • What are the firms targets? – Deep experience, staff mix • How does the firm organize for business? – Ownership, offices, investments

  11. The Sparks FrameworkSix Archetypes for the Design Professions • The Einsteins • The Niche Experts • The Market Partners • The Community Leaders • The Orchestrators • The Efficiency Experts

  12. The Einsteins • Generate original ideas and new technologies • High profile architectural design firms • Known for distinctive set of original ideas applied across building types • Receive grants or endowments • Renzo Piano, Norman Foster, Frank Gehry & Santiago Calatrava

  13. The Niche Experts • Specialists dedicated to a specific type of project or service within a broader market • Frequently team with other firms to provide full services • Often national or international • They watch the Einsteins & adapt them to create state of the art work • HOK Sport, Beyer Blinder Bell

  14. The Market Partners • Leader in one or a few markets e.g. higher education, health care, airports, etc. • Strong advocates for their clients and their industries • Einhorn Yafee Prescott • Many times these firms hire client-side staff

  15. The Community Leaders • Firms aim for community leadership roles in their towns • They develop political relationships within the community • They seek premier local project work public buildings, police stations, schools & other municipal facilities • Expedite decision making due to relationships; can open doors closed to outsiders

  16. The Orchestrators • Focus on outstanding project management, bringing their skills to on large complex projects including the best design-build projects. • Emphasis on speed coordination and control. Many are known for their PM and CM expertise • Bechtel, Heery International • Currently some consulting & management firms are moving into our industries; Ernst & Young

  17. The Efficiency Experts • Focus on prototypes, site adaptations and multi-site rollouts for retail stores, branch banks, telecom, etc. • Clients include companies like Wal-Mart, Marriott, “big-box” retail

  18. A critical component of running a firm is the integration of.. • Values • Market • Technology • Focus • These must coordinate and ‘fit’ with clients

  19. Firms are people working toegther, and their goals, beliefs and values must harmonize. • It is essential to know yourself, your staff and colleagues and your clients • LACK OF FIT HURTS ALL INVOLVED

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