What's Next Architects?

“Architecture is 3 recessions away from being extinct.”

Previous to the pandemic, this was a line that I often used to open up a lot of my talks. Not because there is any true bearing on the number 3, how quickly people are leaving the profession, or the uptick of VCs attracting designers to new AEC startups - mostly it was meant to start a conversation about what tends to happen to architecture firms during a down cycle in the economy and how architecture firms inevitably need to respond to keep their doors open. We are an industry that is frantic to staff up when the pipeline is full and struggle with what to do with those individuals when the pipeline slows.

Now, more than ever, with a full pipeline and plenty of facetime in front of clients is the greatest opportunity to change how we practice and find new ways to stem the next downturn while continuing to grow client relationships.

Autodesk recently re-envisioned its role within the AEC industry and asked me to partner with them on the launch of their new company mission of “empowering innovators to achieve the new possible.”

Earlier in this series, we talked about:

• Why Innovation in Architecture is More Necessary than Ever
• Evolving Practice, Changing the way we work

This last addition will focus on the redesign of practice, and how going beyond buildings will help us build more going forward.

Right now, business is good, but there’s a lot of movement across all sectors due to the great reimagination creating an increasing labor shortage. Meanwhile, big tech has begun to slow their hiring and be more watchful of their wallets, interest rates are increasing, and leading global financial institutions have been increasing the probability of the recession happening in 2023.

What does that mean for us? Now is the time to think about what’s next and position ourselves to be partners with our clients beyond their buildings.

After all, how many times have we said?

• “Architects should be one of the first people our clients call to give them insights into their problems.”
• “We should be leading the design thinking movement.”
• “Good design is good for business.”

In order for us to truly become the “trusted advisors” that we want to be to our clients, we have to show them we are savvy enough to put good design to practice within our own businesses, by expanding our service offerings.

Are you aware of the story behind Good Design, Good for Business?

The term was coined in 1973 by the past chairman of CEO at a lecture at the University of Pennsylvania, Thomas John Watson Jr.. Watson had always been a believer in good design. During his tenure at IBM, he fostered collaborations with designers including, Charles and Ray Eames, Eero Saarinen, and Isamu Noguchi.?

In 1956 he hired Eliot Noyes, an architect, and previous curator of industrial design at New York’s Moma. Noyes was brought on to create a first-of-a-kind corporate design program that not only addresses IBM’s buildings but also its products, logos, and marketing materials. Beyond look and feel, this marked the first time that a company took on the “design” of the business organization, including its management, operations, and culture, along with its products and marketing.

So while Thomas John Watson Jr. coined the term, he relied on an architect to use good design to inform his business.

After receiving my MBA/MPA, I had the opportunity to be an Account Executive for the Strategy Team at MKThink. The studio was started because the founders believed that architects were brought to the conversation too late and had little opportunity to stay after the completion of their buildings. The strategy studio expanded the firm’s services, we had clients calling us to decide whether or not they even needed new space and re-evaluating their entire real estate portfolio to suit their needs.

Recently on Practice Disrupted, we interviewed Stayner Architects. Similar to MKThink they have a traditional studio but have also managed to carve out a unique position consulting on food systems. In addition, they are the developers and operators of their own hospitality spaces including:

• Tilda, a Wine Bar
• Bacetti, a Restaurant
• Desert Wave, an event space

Stayner Architect’s unique perspective on food systems means has helped them create new service lines in the hospitality space.

Now is the time to take stock of all the talents of your current employees, and their passions, and double down on your relationships with the clients whom you are already engaged with.?

“Let us make our future now, and let us make our dreams tomorrow’s reality.” ~Malala Yousafzai

The best way to prepare for what’s next is to ask, “What can we do now to discover new possibilities?”

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