The Firm 2
 The Architect’s Office

from Professional Practice, Chapter 9 by Paul Segal
 The Sparks Framework: 6
Archetypes

from Handbook of Architectural Practice, Chapter 5.1 by
Ellen Flynn-Heapes
 Office Organization & The Legal
Structure of Firms
Frank Lloyd Wright
SOM
Started in 1936, NY SF, DC, LA, Hong Kong, Shanghi; 10k projects in 50 countries
The Architect’s Office
 Many studies of professionals and
firms group them into categories
defined by…
 Core Values
 Services
 Clients
Expertise
 Expert firms value ideas
 Celeberty architects known for design
talents
 Clients are those for whom a unique,
special design is critical for project
success
Experience
 These firms offer known-how
 In building types (hospitals)
 In geography (southwest)
 In systems (prefab or modular)
 Client who want ot play it safe go to a
firm that has done many of “their”
type of building before.
Execution
 These firms know how to ‘get it done’
 Projects that are..
 Very large
 In difficult sites
 On tough schedules
 These firms specialize in processes
and procedures.
 Build a hospital in an underdeveloped
country in 3 months; most firms can’t
deliver this..
Firm Operating Values
 Practice-Centered Firm
 Architecture is a way of life for the firm’s
members
 They live and breath architecture 24/7;
doing it as well as possible until any hour
is what drives them
Firm Operating Values
 Business-Centered Firm
 The practice is a livelihood
 The members consider it a business
rather than a mission
Basic Elements of a Business
Design Model
 Getting Work –
Markets &
Marketing
 Doing Work –
Projects &
People
 Organizing
Work – Money
& Leadership
 What is the firm
known for? – Sales
message, best fees
 What are the firms
targets? – Deep
experience, staff mix
 How does the firm
organize for business?
– Ownership, offices,
investments
The Sparks Framework
Six Archetypes for the Design Professions






The
The
The
The
The
The
Einsteins
Niche Experts
Market Partners
Community Leaders
Orchestrators
Efficiency Experts
The Einsteins
• Generate original ideas and new
technologies
• High profile architectural design
firms
• Known for distinctive set of
original ideas applied across
building types
• Receive grants or endowments
• Renzo Piano, Norman Foster,
Frank Gehry & Santiago
Calatrava
The Niche Experts
 Specialists dedicated to a specific type of
project or service within a broader market
 Frequently team with other firms to
provide full services
 Often national or international
 They watch the Einsteins & adapt them
to create state of the art work
 HOK Sport, Beyer Blinder Bell
The Market Partners




Leader in one or a few markets e.g. higher
education, health care, airports, etc.
Strong advocates for their clients and their
industries
Einhorn Yafee Prescott
Many times these firms hire client-side
staff
The Community Leaders




Firms aim for community leadership roles
in their towns
They develop political relationships within
the community
They seek premier local project work
public buildings, police stations, schools &
other municipal facilities
Expedite decision making due to
relationships; can open doors closed to
outsiders
The Orchestrators
Focus on outstanding project management,
bringing their skills to on large complex projects
including the best design-build projects.
 Emphasis on speed coordination and control.
Many are known for their PM and CM expertise
 Bechtel, Heery International
 Currently some consulting & management firms
are moving into our industries; Ernst & Young

The Efficiency Experts


Focus on prototypes, site adaptations and
multi-site rollouts for retail stores, branch
banks, telecom, etc.
Clients include companies like Wal-Mart,
Marriott, “big-box” retail
 A critical component of running a firm
is the integration of..




Values
Market
Technology
Focus
 These must coordinate and ‘fit’ with
clients
 Firms are people working toegther,
and their goals, beliefs and values
must harmonize.
 It is essential to know yourself, your
staff and colleagues and your clients
 LACK OF FIT HURTS ALL INVOLVED