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The Firm 2

The Firm 2. The Architect’s Office from Professional 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. Frank Lloyd Wright. SOM.

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The Firm 2

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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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