LIVE WITH IT OR LOVE IT?

Leading Edge Design

There were a few minutes of awkward silence once Carlos finished his presentation inquiring, “Now, I’m sure you will all have some questions about this.”

He had just proposed the schematic design for a totally new bank branch concept to its board’s Facilities Subcommittee.? This represented a significant departure from the standard branch design Carlos’ firm had provided over the past several years.? Aside from a more contemporary look, the branch would introduce the innovation of concierge banking.? Customers seeking retail services would be directed by a greeter to a small table with a bank customer service representative (CSR) instead of forming a queue to await the next available teller.? There was a coffee shop, too.? These were intended to lengthen the visit of each customer as an opportunity to cross sell banking services.? Carlos’ architectural firm had also indicated bold graphics and carpet patterns, echoing the bank’s logo colors.

The chair of the subcommittee first offered, “Well, it’s certainly unique.”

The head of commercial banking added, “And that building facade will certainly act as a billboard for anyone traveling down the state highway.”

The conversation gathered momentum from there.? Each of the committee members who spoke was first diligent in complementing an aspect of the design, and then tentative in expressing how a feature surprised them… but perhaps in a good way.? Finally, the chairman signaled the meeting was ready to end by announcing, “We can certainly live with what you presented.”

Back at the office, Carlos’ partners were relieved to hear that the bank liked the design once they understood it.? The concept was the result of research on popular trends in branch banking in larger metropolitan areas.? “Leading edge, not bleeding edge,” was the internal motto of the firm.? They had accomplished that!

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Client Misalignment

The first sign of trouble came when the authorization for the next phase of design development was not received as scheduled the week after Carlos’ presentation.? When he pressed his staff contact at the bank for the reason for the delay, he was told that the subcommittee chair wanted to pitch the new direction to the full board the next week ?before proceeding.? Carlos knew that full board approval had never been required on previous branch designs.? Fortunately, he had a fellow Rotary Club member on the bank board, who was ever willing to guide Carlos in what to do to maintain the business relationship with the bank.? The day after the board meeting, he was in touch with his associate.

“Let me paraphrase what the Board Chair said,” the fellow Rotarian began.? “Why would we want to go with this design?? We have a very conservative clientele. ?They like that we are very conservative in how we manage the bank.? They are all familiar with our current branch design as we’ve expanded our geographic footprint.? It reflects who we they think we are.? What problem are we solving or what new capacity are we seeking by making this radical change?”

The insider further reported that one of the other board members then proposed to introduce the facilities chair to another architect who also specialized in branch bank design, and who was also willing to move all their banking business and purchase $100,000 in bank stock for a three branch deal.?

Reflecting the Client’s Essence

Carlos’ next call was to the bank facilities committee chair.? Ignoring the other man’s beginning, “Carlos, a good coincidence that you called,” Carlos immediately confessed his misgivings, upon further reflection, about the design his firm had presented a few weeks ago.? He next asked if the chair would be open to receiving a reconsidered design on Monday?? The chair, happy to postpone delivering bad news, agreed.? Carlos and his team worked much of the weekend on what was largely a refresh of the current branch design.? They retained the coffee shop which had been the best received aspect of the recent design, but now it more resembled the bar at an intown club than a Starbucks.

Carlos began his presentation on Monday with an admission, “Thinking back on our meeting two weeks ago, I realized that I was troubled that you all did not fully share my team’s enthusiasm for the design we presented then.? We appreciated your compliments and were too eager to settle for the fact that you agreed that you could ‘live with’ our proposed design.? Frankly, that bar is not high enough for the services we want to provide to you.? We want nothing less than to know you love the design.? We expect there will bumps along the path until we finally build the first prototype, and having you embrace the vision now will assure we maintain your trust to realize this new design.? No, we don’t expect you to love this updated design yet.? But with your permission, we want all of us to first agree that for this level of passion is what we are working together as partners.”

The silence this time felt more like admiration and empathy than the shock and surprise of the last meeting.? The refinement of the exterior facade was still close enough to the image projected by the latest series of branches.? The interior layout recognized the latest processes of digital banking, but still had the successful feel projected from polished woods and plush colors.? Heads immediately began to nod, as a sense of comfort was rebuilt between the architect and his clients.? That was the moment that Carlos resolved to have the firm ditch its internal motto about leading edge design.