Marketplace Research | |||||||||||||
Strategy/Integration to
Integrated Services Integrator and/or Integratee |
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by Richard W. Hobbs, FAIA |
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I would first like to share some of the lively response to my recent columns about the current exploration of the Redefinition matrix and the notion of "Architect as Integrated Service Provider." A matter of terminology: Some readers expressed concern about using the term "integrated service provider (ISP)" to describe what architects do. The concerns ranged from "we have always done that" to "ISP in computer terminology for internet service provider; laypeople may suspect we can't define ourselves without using another industry's terms." When management guru Tom Peters used the term "integrated" as he addressed the AIA convention, he was indeed using other industries' terminologydemonstrating the need for integration and a holistic approach in business. William Evans, AIA, points out that professional definitions today are blurred. Other professions liberally use "architect," such as in "software architect." Architecture in computerese and general usage defines a framework or an organizational strategy. Wow! That is what architects mean by "architecture"and it seems other fields have adopted it as their own. Evans' skepticism centers on codifying a process as complicated as design. He says "success in design results from a synthesis of listening to clients, letting the right brain do its thing," and applying lessons learned from experience"all of that on the design side." Then, on the production side, you need the left-brained problem solving, coordination, and "communication, communication, communication." He agrees there is a place for integration. Individuals vs. process?: Robert Lund, AIA, was concerned that the ISP concept, as described in the DiSC Personal Profile System article, centered on the individual rather than the process. Lund would describe this process as asking the right questions and providing clear direction through a well-conceived scope of services. True, the DiSC system may focus on the individual, yet it really concerns the process implemented by a number of individuals to maximize integration of services. If we diagram this integration of services, it forms a perfect overlay to our Redefinition matrix. If we superimpose the integration diagram on the Practice axis of the matrix, we see a bubble with its own sections of knowledge, diversity, relationships, and alliances. Alliances are the
basis of integration Insight Alliancecomposed of architecture firms Callison; TVS; and Wimberly Allison Tong & Goooffers a great example of a strategic alliance. Their shared objective is to offer the absolute best knowledge/value to and on behalf of their clients. Their combined synergy produces a broader wealth of knowledge and intellectual capital and deeper expertise than do large, generalist architecture firms. Insight Alliance began creating this business alliance by exploring and discovering areas of overlapping strengths. They share the drive for constant improvement, raising the intellectual base, building a shared knowledge base, and providing cost efficiencies to benefit both the client and the firms. In other words, they offer greater value throughout the overall design process. Building alliances How does one locate potential alliance partners? You might start by networking at AIA activities, where you meet individuals and firm representatives and assess the strengths they offer. You might also do some research, using resources such as the CMD ProFile and the Internet. The next step might be adding partners to further the firm's expertise and knowledge flow. Regardless of how you go about it, you need to realize
that to form an alliance, you need to be able to: The alliance may go beyond architects to a professional diversity with expertsperhaps even the ultimate "niche specialist"to focus on creating the alliance. It might mean considering a series of "preferred providers" who will help the alliance partners customize and package that special value for the client. Creating a strategic alliance is like throwing a rock in the lakeit has a ripple effect. Trends we're seeing
in our marketplace research In fact, some prognosticators believe that there
will be three major practice models for architects in the future: What are you finding? Where do you see opportunity for the profession? Send your response to rhobbs@richardwhobbs.com. Copyright 2002 The American Institute of Architects. All rights reserved. |
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