Not design problems – I’m no Renzo Piano
But business problems I can help with
Sketch Credit: Renzo Piano Building Workshop – MUSE Museo delle Scienze
Below are some business problems you might have, and a picture of a Saab, because I know architects like Saabs.
One of the great tensions in architecture business strategy is size. Typically architects want to be large enough to attract the big, city shaping and legacy-building projects, but not so big that they are deemed too corporate to be design-centric. In this article I take a look at financial data from over 200 firms to help answer the question.
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To be specialized or generalized is an ongoing source of management tension. Most architects hate being pigeon-holed, they like the new challenges and the resilience to economic cycles diversity can provide. However at the same time, clients are increasingly demanding more specialised expertise. In this article I look at data from 100 of Amercia’s biggest firms to determine which strategy leads to greater financial performance.
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It’s always puzzled me why architects don’t get paid as much as their counterparts in law and accounting. In this article I attempt to explain why I think it might be the case and what might be done to remedy it.
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In the early 1900’s, it was illegal for an architect to advertise. The institute of architects deemed it unbecoming for the profession, competition should be gentlemanly. Today, practices are embracing all aspects of modern corporate marketing, but is branding – the type pioneered by Nike and others applicable to architects?
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With perhaps the exception of the mining industry, nobody does boom & bust quite like architects. I wanted to know at what point the speed wobbles might set in, and if there’s a more sustainable way to approach growth. Perhaps one with a few less thrills and spills.
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I help architects solve problems. Not design problems, I’m no Renzo Piano. But business problems I can help with
Sketch Credit: Renzo Piano Building Workshop – MUSE Museo delle Scienze
Below are some business problems you might have, and a picture of a Saab, because I know architects like Saabs.
On the great tensions in architecture business strategy is size. Typically architects want to be large enough to attract the big, city shaping and legacy-building projects, but not so big that they are deemed too corporate to be design-centric. In this article I take a look at financial data from over 200 firms to help answer the question.
Read More
To be specialized or generalized is an ongoing source of management tension. Most architects hate being pigeon-holed, they like the new challenges and the resilience to economic cycles diversity can provide. However at the same time, clients are increasingly demanding more specialised expertise. In this article I look at data from 100 of Amercia’s biggest firms to determine which strategy leads to greater financial performance.
It’s always puzzled me why architects don’t get paid as much as their counterparts in law and accounting. In this article I attempt to explain why I think it might be the case and what might be done to remedy it.
Read More
In the early 1900’s, it was illegal for an architect to advertise. The institute of architects deemed it unbecoming for the profession, competition should be gentlemanly. Today, practices are embracing all aspects of modern corporate marketing, but is branding – the type pioneered by Nike and others applicable to architects?
Read More
With perhaps the exception of the mining industry, nobody does boom & bust quite like architects. I wanted to know at what point the speed wobbles might set in, and if there’s a more sustainable way to approach growth. Perhaps one with a few less thrills and spills.
Read More