Image © Magnus Møller
公司成功的8点经验，来自于BIG身后的商业头脑
8 Lessons On Succeeding as a Firm, From the Business Mind Behind BIG
由专筑网芮万里，严越编译
这篇文章是由BIG的合伙人及CEO Sheela Maini Søgaard写的，文章最初是由DesignIntelligence作为“BIG经验之谈：我们成长过程中关注的八个关键点”而出版的。
当我在2008年进入到BIG公司（Bjarke Ingels Group），我们只有一个办公室，一个合伙人以及45名员工。
在8年之后，我们拥有12个合伙人并且在哥本哈根，纽约，伦敦有超过400名雇员。当我们继续扩展我们所能触及到的项目，扩招员工，我很荣幸让自己有这个珍贵的机会去回顾过去，并且从中提取出到今天为止是什么使我们发生了这样的变化。
这是BIG在过去八年里稳定成长以及获得成功的前八个经验。
经验1：设计与生意紧密相连
在方程式赛车的比赛中，人们非常容易在车辆与驾驶员上给予过多的关注，因为他们就是我们在比赛中所看见的。
但是，如果你想赢得比赛，后勤维修团队，设备以及其他幕后支援体系也相当重要。
建筑是我们组织团队中最显眼的一部分，但与此同时，我们也会关注到商业的运营。
生意并不是设计的对立面。管理良好的商业环境将会有利于设计的交付。
在我们公司的成长中我们学习到对于组织团队的分析思考不仅是合乎情理的而且还是必要的。
如果我能够回到过去并且改变只能改变一件事情，我将会在以前选择雇佣更多正确的运营人员。他们每一个人都能拿到比以前多好几倍的工资。
通过公司的运营提供更好的支持和基础设施，我们的设计人员才能够集中精力做到最好。
经验2：关注财务状况
我被招募到BIG负责应对财务方面的挑战，这种状况在任何一个处于成长期的公司最终都要去面对。
由于我来自另外一个行业，首先不得不使我自己去熟悉建筑行业。
我发现传统的收费结构主要取决于设计过程中的工作的强度。
费用大多是同像在施工文件阶段花费的时间联系在一起的，而不是价值创造的阶段。
这种模式对于传统上被要求从事大量前期工作，而在后期阶段转交给执行建筑师的设计建筑师而言并不是一种很好的收费模式。
为了对传统的收费模式进行重新思考并且能够公平分享我们为客户创造出来的价值，我们开始关注记录我们每个设计人员所创造出来的价值。
我们能够为顾客展示我们的项目每平方英尺能够售出更高的价格，在给定的基地内设计更多的项目，并且为使用者创造更好的使用价值；所有的这些将有助于帮助我们获得更多相互开放协助而产生的价值的分享，即就是更加合理的设计收费模式。
我们发现从开始到结束去管理和掌控每一个项目是确保我们的收费状况的关键，这样的管理模式在之后也会产生利润。
我们通过使用软件使我们能够对任何工作流所需要的资源都有一个计划。
此外，我们每年会定期检查并展示每一个单独的项目的收支情况，以使我们能够防止在没有我们明确认知和批准的情况下任何项目在资源支出上超出预算。
这样做的目的不是为了处罚团队（例如，这些检查会议不会影响到团队成员的奖金），而是通过项目在财务和实践方面告知他们，让他们能够明白什么使需要等一等而什么是相应计划去做的。
我们的员工不会再想奇怪我们的钱花在哪里了，因为怎么过程是透明可见的。
我不认为任何合作伙伴，设计领导者或者项目经理会质疑对于项目财政控制的需要，事实上，他们都理解并且都认为这是他们工作中很自然的一部分。
最终，作为确保这一财政策略可行性的一部分，我们坚定地付出了应该付出的代价。
我们不会免费去工作并且我们认为唯一的公平就是我们的合同上的条约能够按照合同上我们期望的那样实现。
这也许看起来是很基本的一点，但是让我感到惊讶的是在过去我们经常不得不很严肃地同客户讨论关于他们能否在合理的时间期限内支付设计费，并且是全额支付。
当然，现在我们仍然会坚决地期望我们的客户能够全额支付设计费用。
经验3：在市场中，数量能够引导质量
当我们开始思考将BIG作为一个我们能够加强和建设的品牌时，我们开始关注如何提升人们对于我们公司的认知度并且开始讨论相关的方法。
在我待着BIG里过去的几年里，我们已经申请了数百个竞赛。随着BIG市场的知名度开始扩大，我们获得了更多直接的委托并且开始更少地去依赖竞赛了。
但是参加竞赛对于让客户和行业对我们得到认知相当重要。
展览和讲座也同样重要。我们每年会举办7到16个展览，并且我们会为此申请一系列奖项。
Bjarke以及来自BIG的其他人在过去的8年间参与了将近600场讲座。
在一开始，我们会去任何主办方会报销机票的讲座。我们的目的是去认识一些潜在的客户，但是我们发现这些讲座的经验给了我们更多的东西。
现在公司以及出版了16本出版物。我们通过出版社和通信部门有意地以及针对性地对公司的作品进行报道和宣传。
只要我们继续从我们真实的设计方法中创造出来故事，我们的营销手段就是有机的衍生而不是故意做作。
一旦你在交流中拥有原创性和完整性，对于自己的宣传变成了找到正确的工具和渠道这样简单的问题。
经验4：坚持，坚持，坚持
无论是员工还是领导，你所需要从他们中看到的品质就是坚持不懈，坚韧的品质是向前迈进的关键。
天赋和领导才能固然重要，但是一个坚持不懈的团队将会创造出奇迹。
Bjarke就是一个坚持不懈的人，并且BIG的第一个合作伙身上也体现出了相同的品质。
无论你要求他们做什么，他们总能在一起完成。
我们在2015年加入了4个合伙人。他们所有人都已经同BIG合作了一段时间，并且他们每一个人都表现出了那种不做完工作绝不回家的坚韧品质。
在BIG工作的每一个人都希望出色地完成工作。他们中有一些人虽然不能总是出色地完成工作，但是他们所有人都有这样的想法。
同他们一起共享信息，并且直截了当地让他们明白自己的表现和面临的挑战，这将使他们更加努力，更加专注，同时也能够使他们成长。
经验5：少就是多（专注）
更多的办公场所往往是没有必要的。
三年前，我们在欧洲，北美州，亚洲都拥有办公室，并且还计划每两年增加一个。
当我们认识到我们能够在数量有限的几个地点开展世界各地工作，并且我们的工作质量和工作环境都会变得更好时，我们改变了这一计划。
通过更加专注的工作和管理，我们能够控制我们的企业文化和我们工作的方式；当像Bjarke和其他关键人物较少的出现在办公室时，我们能够将他们分散到更多的项目中去。
我们同样认识到我们不能够去经营一间我们都不会在那里投入许多时间的办公室；当你发现你将自己一生重要的一部分时间花费在从机场去赶另一班航班时，你才明白在家里办公会更好。
经验6：企业文化是最重要的
作为一名员工，我会关心我在哪工作，我为谁工作，以及我工作的环境氛围质量。
作为一名人力资源产业的领导者，我将企业文化视为BIG最重要的成功因素。
我们试图去创造一间我们所有人每天都想要在里边工作的公司。
这意味着我们不会更多地去讨论我们会在这里得到多少乐趣：我们只是付诸实践这样去做。
我们同别人说话时的方式就像我们希望别人同我们说话时用的方式一样。
我们对待每一个人就像他或她将会是下一个Bjarke Ingels那样，因为这是有可能会发生的。
在一开始我们的办公室就是开放的，应为这就是所有我们能够提供的。
随着时间的推移，我们的工作场所的设计不仅仅反应出我们设计的理念，而且还体现出我们斯堪的纳维亚人的传统和价值观：透明性，开放性以及平等的层级关系。
我们的合作伙伴直接在团队中工作，并且坐在开敞的办公空间中。
他们能够被任何员工看见，并且员工有的时候可以直接对他们的观点发出质疑和挑战，但是这也有助于团队出色地完成工作。
对于层级关系不进行过多的关注将有助于建立精英体制。
每一个人都必须去设计和生产，包括领导者。
在我们公司，你的的头衔或者职位并不是给你镇压团队中其他人的声音的权利。
当与客户或者Bjarke会晤时，整个团队都会出席，这将有助于我们从近几年加入BIG的人中快速发展人才，他们能够领导整个项目并且知道Bjarke和其他设计合伙人的想法。
我们从来不回避争论，因为它是妥协和解的来源。
我们寻找争论，并且将我们自己置入其中。有的时候需要花费很长时间才能够获得和解但是在最后，这对于工作的完成一切都是值得的。
灵活性和适应性是最后关键的一步。
规则仅仅只会保持到我们发现它不再起作用为止。如果改变会变得更好，那么没有什么事情是神圣恒定不变的。
经验7：没有稳定的成长路线
无论是公司的成熟或者是收入，员工人数的增长，这条成长的道路从来都不是平坦的或者是可被预测的。成长的发生总是飞跃性的。
我们的成长是由项目带动的。首先是8 House，它是丹麦当时最大的居住项目。
这个项目的成功使我们从一个设计工作室一下“长成”一个建筑公司。
在2010年， 通过West 57th Street这个项目，带领我们到达了美国，在这里我们建立了第一个欧洲以外的办公室。
我们最近的飞跃是是来自于高层项目，包括两个世界贸易中心——这是我们第一个超高层项目。
这使我们到达了一个新的领域：新的员工，新的简介类型以及对我们如何展开工作的思维方式。
经验8：没有什么是一成不变的
每当有人讲述他们成长的故事的时候，它听起来好像会有一个固定的开始和结局，对于我们而言，从来没有这样的情况。
我们的历史并没有那么严格的线性关系。
我们通常并不能准确地知道我们将会到达哪里，直到我们真正到达的时候我们才会清楚。
当我们有一个我们需要去付诸实践的想法时，我们会倾听，集中我们的视野，然后共同合作达到我们最终的目的。
有的时候，我们会有很多船只共同起航，但是往往只有一只船能够到达目的地。
在我们快速发展的时期，我们意识到没有人理解这一切。
今天，当我们需要时，我们还对于我们大多数的政策都会进行优化，因为如果你试图为一切事物去做准备，你也许永远都不会出发前行。有些事情你必须在成长的旅途中去理解它。
Sheela Maini Søgaard是BIG中Bjarke Ingels小组的合作伙伴和CEO。
在2008年加入公司之前，她在食品和医药器械行业担任过管理职务，并且她曾经是麦肯锡咨询公司的顾问。
This article by Sheela Maini Søgaard, partner and CEO of BIG, was originally published by DesignIntelligence as "BIG Lessons: Eight Key Points That We Focus(ed) on in Our Growth Process."
When I joined BIG–Bjarke Ingels Group in 2008, we had one office, one partner, and 45 employees.
Eight years later we have 12 partners and more than 400 employees in Copenhagen, New York, and London. As we continue to expand our reach, projects, and staff I have awarded myself the luxury of looking back and distilling what has made a difference so far.
These are my top eight lessons for having secured the successful growth of BIG over the past eight years.
Lesson 1: Design and Business, Hand-in-Hand
In Formula One racing, it’s easy to focus too much on the car and driver because that is what we see during the race.
But the pit crews, equipment and other behind-the-scenes support systems are just as important if you want to win.
Architecture is the most visible part of our organization, but we are focused on business operations too.
Business is not in opposition to design. A well-managed business environment will support the delivery of design.
During our growth we have learned that it is not only reasonable but also necessary to think analytically about our organization.
If I could go back and change one thing, I would have hired more of the right operations people earlier on. Every single one of them has brought home their salary several times over.
The better support and infrastructure we offer through operations, the more our designers can focus on what they do best.
Lesson 2: Focus on Financial Health
I was recruited to BIG to take on responsibility for the financial challenges that any growing firm will eventually face.
Coming from another industry, I first had to acquaint myself with the architecture profession.
I found the traditional billing structure focused on workload in the design process.
Fees were attached to where the hours were spent in phases like construction documentation rather than where the value was created.
This model does not work very well for a design architect who is traditionally asked to engage heavily in the earlier phases then handing over to the executive architect in the later phases.
To rethink the traditional fee approach and to gain our fair share of the value we were creating for our clients, we began to focus on documenting proof of our value creation.
We are able to show clients that our projects provide more value per square foot sold, more program to any given site, and better value for the users; all of which helps us achieve a greater share of that value which we assist in unlocking, i.e., better design fees.
We have found that managing and controlling each project from start to finish is key to ensuring that our fees then also generate a profit.
We use software that allows us to plan the required resources for any work stream.
Also, the discipline we show in checking up on every single project regularly throughout the year allows us to prevent any project from running over budget on resource expenditure without our express knowledge and approval.
The purpose is not to penalize the teams (the results of these meetings do not impact their bonuses, for example), but to talk them through the financial and practical side of the project so they can understand what is in wait and plan accordingly.
Our staff no longer wonder where the money is being spent because the process is transparent.
I don’t think that any partner, design leader or project manager questions the need for financial control of the projects and, in fact, they all understand and speak to it as a natural part of their work.
Finally, as part of securing financial viability, we do stand firm on being paid.
We cannot work for free and we think it is only fair that our contractual terms be adhered to just as we expect to deliver according to contract.
This may seem a basic point but I’ve been surprised at how often in the past we’ve had to have serious discussions with clients about paying us inside a reasonable time frame and paying us in full.
We continue to be uncompromising in expecting full payment for full delivery.
Lesson 3: In Marketing, Quantity Can Lead to Quality
When we began to think about BIG as a brand that we can strengthen and build, we focused on how to raise awareness of the firm and to talk about our approach.
In the years I’ve been at BIG we have applied to hundreds of competitions. As the market recognition of BIG has expanded, we have garnered more direct commissions and rely less on competitions.
But the competitions have been important in becoming known to clients and the industry.
Exhibitions and lectures have been important as well. We do between seven and 16 exhibitions a year and we apply for a stream of awards.
Bjarke and others from BIG have given nearly 600 lectures in the last eight years.
In the beginning, we went anywhere where the hosts would pay for the flight. Our goal was to meet potential clients, but we found that the experience has given us so much more.
The firm has now produced 16 publications. We have an intentional and targeted approach to coverage and publicity through our press and communications departments.
As long as we continue to create stories from the way we genuinely approach design, our marketing will be organically derived rather than contrived.
Once you have originality and integrity in your communication it is simply a question of finding the right tools and outlets.
Lesson 4: Tenacity, Tenacity, Tenacity
Of all the qualities you need in people—from staff to leaders—tenacity is the most crucial to moving forward.
Talent and leadership are important, but a tenacious team will perform miracles.
Bjarke is the definition of tenacity, and the first partners at BIG embody this same characteristic.
Whatever you asked them to do, together they would accomplish.
We added four partners in 2015. All of them have been with BIG for a while and each of them shares that quality of never going home until the job is done.
Every person at BIG wants to do a good job. Some of them don’t always do a good job, but they all want to.
Sharing information with them and being straightforward about the challenges in their performance makes them try harder, makes them more focused, and allows them to grow.
Lesson 5: Less = More (Focus)
More is not necessarily more when it comes to offices.
Three years ago we had offices in Europe, North America, and Asia, and plans for adding one more every two years.
Our plan changed when we realized we could do work all over the world from a limited number of locations and the quality of our work and lives were better.
With greater focus we can contain our culture and way of working; we can spread Bjarke and other key people across more projects when they occur in fewer offices.
We also realized that we couldn’t run an office without dedicating ourselves to spending a lot of time there; and after having spent significant portions of your life running through airports to catch the next flight, you learn that it’s better to be home.
Lesson 6: Culture Is Paramount
As an employee I cared about where I worked, who I worked for, and the quality of the atmosphere.
As a leader in an industry where everything is about human capital, I see culture as the most important factor in BIG’s success.
We’ve tried to create the company we ourselves want to work in every day.
That means we don’t talk about how much fun we have: we simply do it.
We speak to people like we want them to speak to us.
We treat every person as if he or she might be the next Bjarke Ingels, because it’s possible.
In the beginning our offices were open because that’s all we could afford.
Over time the design of our workplaces came to reflect not only our design sensibility, but also our Scandinavian heritage and values: transparency, openness, and flat hierarchy.
Our partners work directly in the teams and sit in the open.
They are accessible to any employee, which can sometimes be challenging for them, but it works well for the teams.
The lack of focus on hierarchy helps build meritocracy.
Everyone must design and produce, including leaders.
In our firm, your title or position does not entitle you to squelch the voice of anyone else on the team.
The entire team is present in meetings with the client or Bjarke, which has allowed us to develop talent quickly—people who joined BIG only a few years ago can lead projects knowing what Bjarke and the other design partners think.
We never shy away from conflict because it is the lifeblood of compromise.
We search for the conflict and throw ourselves into it. Sometimes it takes longer to reach the compromise but in the end it is worth the work.
Flexibility and adaptability are the final key.
Rules only stay rules until we find that they don’t work anymore. Nothing is too sacred to change if change is better.
Lesson 7: There Is No Steady Arc to Growth
Growth—whether maturation of the firm, or increases in revenue or employees—is never even or predictable. It happens in leaps.
Our growth has been driven by projects. First was 8 House, which was the largest residential project in Denmark at the time.
It took us from a design office to a “grownup” architectural firm.
In 2010, VIA on West 57th Street brought us to the United States, where we established our first office outside Europe.
Our most recent leap came from the high rise projects, including 2 World Trade Center—our first super-tall.
It has taken us into a new realm: new staff, types of profiles, and ways of thinking about how we work.
Lesson 8: Nothing Is Fixed
Whenever anyone recounts the story of their growth it sounds as though there is a fixed beginning and ending, which has never been the case for us.
Nothing in our history has been strictly linear.
We often don’t know exactly where we are going until we get there.
We have an idea about what we need to do, and then we listen, gather insight, and collaborate to end up in the right destination.
Sometimes, we set a lot of ships to sail and one of them makes it.
During our period of rapid growth, we realized that no one has it all figured out.
We developed most of the policies that we have today when we needed them, because if you try to prepare for everything you will probably never go on the trip. Some things you have to figure out along the way.
Sheela Maini Søgaard is a partner and CEO of BIG – Bjarke Ingels Group.
Prior to joining the firm in 2008, she held management positions within food and medical devices industries and she was a consultant with McKinsey & Company.
出处：本文译自www.archdaily.com/，转载请注明出处。
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