Marketplace Research | |||||||||||||
Strategy and the Architect as Integrated Service Provider | |||||||||||||
by Richard W. Hobbs, FAIA |
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Recent research conducted in conjunction with the AIA national advertising campaign tells us that owners and clients see design as a "noun," a tangible thing, while architects see design as a "verb," a process. This idea also echoed throughout management specialist Tom Peter's keynote address at the recent AIA convention in Charlotte. This research and Peters himself also tell us that although owners see design as thing, they do not always see the architect as instrumental is creating that "thing" in its early, conceptual stages. Paradoxically, they are looking for a person who will give them that design-thing from start to finishif you will, a design "integrated service provider" (ISP). This demand for services aligns nicely with the AIA's Redefinition of the Profession principles that state "the architect is the integrator and facilitator of the design collaboration process." We architects can view this demand for service as an opportunity to develop for ourselves an integrated strategic process, as our "verb" morphs into the client's "noun." As a result of our research, the AIA is positioning its ad campaign to show potential clients the advantages of involving AIA architects earlier and more often, starting from the conception of a project all the way through the commissioning and operations. This shift toward a broader interpretation of architecture and the design process will require a combination of new awareness on the part of the client and new expertise and leveraged skill sets on the part of the architect. Start by defining
what you want AIA Seattle Advisory Board Member Clair Enlow, summed up the feelings of her chapter's national conversation participants as "fear and concern." She said they see a traditional model of practice that has been unraveling for decades, which is making it increasingly difficult for small and midsize firms to position themselves competitivelyor even survive economically. We needn't interpret this as a negative message; we can see it as an opportunity to ponder our future as individuals and as a profession. Taking what Gold Medalist Arthur Erickson, told the convention audience: "It is impossible to teachstudents learn because they are in tune with some aspects of what they hear," we can decide if what we are hearing from the National Conversation is something we should learn and act upon. The Redefinition Scenario matrix (see graphic) is another tool getting good response from AIA members. They look at the practice axis and place themselves in their current positionand then think of a shift, or greater strengthening of a current position. Some question the ability of the architect to get into the project during the "genesis" phase, while others are working on their ability to be there, with the goal of being an "integrated service provider." So, how do you think of being an "integrated service provider"? Those who see themselves as working in multiple platforms may be ready; those who see themselves as implementing the "product" from a predetermined program might not. You can think about being an ISP working on one particular project or within the broader context of your practice, or even your career. On the matrix, the possibilities stretch along the entire Practice Axis, from the Process/Strategy side to the Practice/Business side. Creating a language
to help get you there Here's a clue on how to start, adapted from the
book How the Way We Talk Can Change the
Way We Work: Seven Languages for Transformation (Jossey-Bass, 2000)
by Robert Kegan, and Lisa Laskow Lahey, who discuss "entropy"
and "negentropy." With entropy, all dynamic systemspeople,
organizations, solar systemsgradually fall apart, increasing disorder
and dissipation of energy. The very opposite is negentropy: with effective
supports, we can create a process that leads to a greater complexity,
order, choice, and power. A first step in creating negentropy is to build
a language that moves the way we think and talk toward our preferred future.
This entails moving: Case Study: Sparling
integrates behavior styles Throughout the design professions, many firms have moved strategically into being ISPs. One example is Sparling, a nationally recognized consulting firm that integrates electronic technologies: electrical, telecommunications, lighting, security, and "telehealth." They take it as their challenge to integrate the design team fully for the overall project. This integration covers more than just the technical knowledge base to get the project done; as important, it entails integrating differing personal behavior styles of the various experts needed to accomplish in-house work. (You can see this on the y-axis of the matrix.) In like manner, client behavioral styles also must be integrated. Jim Duncan and Douglas Bors of Sparling say that client satisfaction depends on both client service and delivering value. They are focusing on integrated design within the firm to become an integrated service provider. To further their understanding, they use a self-assessment tool for behavior analysis to increase self-awareness and provide a common language for allwherever they fall within the matrix. This effort has produced increased performance with the firm and, in turn, Duncan and Bors hope, will create value for the client. At this point, let me pose some questions for you
to ponder: Let me know: rhobbs@richardwhobbs.com. Copyright 2002 The American Institute of Architects. All rights reserved. |
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