Marketplace Research | |||||||||||||
Refining the Redefinition
Scenario Professionals help build a better matrix |
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by Richard W. Hobbs, FAIA AIA Resident Fellow, Marketplace Research |
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Last month we presented a scenario matrix for redefining the profession. The following article builds on that scenario, courtesy of feedback from Marcia Hart, AIA, of OPX, and Robin Ellerthorpe, FAIA, of OWP&P. This redefinition scenario actually got started when a group of young architects and architecture students gathered for the AIA's "Point Break" symposium in San Francisco last fall and began defining the context to create a scenario for the future of the profession. Defining the context in four partsSociety, Culture, Environment and Economythe issues ranged wide, from "doing the most good for the most people" to "elitism" and "fragmentation" in Society, to "gaining value from environmentally friendly actions" to "deriving value from focused economic actions," in Environment. Most interestingly, the scenario created by future architects was decidedly in contrast to that of the established practitioners, such as that established by AMI Architecture and published in the September 2001 issue of Architecture magazine. Our redefinition scenario builds on that of the future architects, using decisions design organizations are making today to succeed in the future. To present redefinition principles, we developed the following matrix, with the variables of Skill Sets and Practice Models. Refinement of the
matrix Hart suggests that the "Practice" variable, should go from "Integrated" over to "Fragmented," rather than vice-versa. In fact, she would change "Integrated" to "Strategic," because it implies planning, that is, being ahead of the client by understanding what it is the client needs to know. Likewise, "Fragmented " should instead be "Implementation," in which the process is architecture; that is, the design, or making money for the client. Concentrating on
the work, not the product Hart believes it is the Chief Operating Officer (COO), because the architect needs to grasp the company's business strategy, workplace, staffing levels, and performance issues. Hart feels that a company's organization has connection points to various professions: The Chief Operating Officer connects to the
architect The architect's connection, the COO, knows all about core competency and accessibility, and provides a connection to other critical players. It's about how we think about clients rather that the project, Hart maintains. We must identify the project with the work, not with the product. At the foundation of every project is the client's business. Architects help clients succeed through design, which takes us back toideas, information, and relationships, all connected to innovation. An example: SHAPE Out
of the far edge Next month, a look at the Point Break scenarios and translating design knowledge to organizational knowledge within the context of the redefinition scenario. So, do you agree with the proposed refinement of the Redefinition Scenario? Contact Richard Hobbs. Copyright 2002 The American Institute of Architects. All rights reserved. |
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