The office of 3XN in Copenhagen, Denmark. Image © Marc Goodwin

建筑事务所的5种创新商业模式
5 Innovative Business Models for Young Architectural Practices

由专筑网李韧，杨帆编译

在建筑界一直有着这样的争论，甚至还引发了无数的延伸问题，即我们所做的工作及方式是否影响着我们周围的环境。正如AIA青年建筑师论坛主席说的那样，我敏锐地意识到当前年轻一代建筑负责人所面对的问题，即导致超负荷工作的低效率工作模式，员工的报酬过低，并且对于公司的满意度不高。我们不止一次听说，公司运营模式的转变将能够成功地推动行业的发展，并且也能培养出更多优秀的人才。

10月份，AIA举办了首次创新实践研讨会，希望开发新型实践模式，从而提升建筑师的价值，并让客户就企业管理可能引发的问题进行话题讨论。10个6人队伍有着构思出10个创新实践模式的共同目标。在会议结束后，参会人员投票选出最佳实践模式，最终有5个主题脱颖而出，下文将详细阐述。

The architecture profession is in a perpetual debate concerning the myriad issues that impact how we practice and how that work can and should impact the world around us. As the chair of the AIA’s Young Architects Forum, I am keenly aware of the problems facing the next generation of practice leaders: inefficient practice models that lead to overworked, underpaid, and highly unsatisfied staff. We hear repeatedly that a seismic shift in the way firms operate is necessary to successfully move the profession forward and retain talent.
In October, the AIA held their first ever Practice Innovation Lab, looking to develop new practice models to raise the value of architects and the services that they provide to their clients with the goal of sparking a new debate that could challenge the status quo in firm management.Ten teams of six were formed with the intent of creating 10 new innovative practice models which would be pitched, “Shark Tank” style, after a daylong hackathon. Attendees then voted on the best practice model for the People’s Choice Award. Among the 10 pitches, there were five major themes to come out of the Practice Innovation Lab, which are discussed in more detail below:


Jennifer Matthews, Assoc. AIA, writes out ideas for evolving architectural practice in the future with teammates Michael ThrailKill, AIA, and Abram Sustaita, AIA. Image Courtesy of the AIA

1、网络化工作

网络化工作模式有着这样的理念，即作为建筑师与设计师，我们更应该注重集体性的工作。最佳人气奖得主JAMB就是一个很好的例子。他们想要创建一个会员制度的组织，一些中小型建筑事务所可以加入他们，这也让他们能够变得更加强大，更具竞争力。

1. The Networked Practice
The networked practice focuses on the fact that, as architects and designers, we can do more collectively than we can on our own. The people’s choice award winner, JAMB, is an example of this. They looked to create a membership-based organization where small and medium-sized practices can join their resources enabling them to become larger players and be more competitive.


Christian Jordan AIA, Abigail Brown AIA, Michael Anglin AIA, Desmond Johnson AIA, Jared McKnight Assoc. AIA, and Katie Miller AIA of team JAMB Collective prepare their practice model to pitch to attendees. Image Courtesy of the AIA

而另外一个团队New [net]WORK则关注于他们的“专业化合作网络”，进一步提升其研究作品的关注度，从而建立起建筑师、研究者以及其他倡议者之间的相互协作。

Another team, New [net]WORK focuses their “cooperative network of professionals” to increase the accessibility of research as well as build collaboration and alliances between architects, researchers, and other advocates for the built environment.


Katie Miller, AIA, from Rossetti’s Detroit office, presents JAMB Collective’s pitch for a networked approach for a future practice model. Image Courtesy of the AIA

对于每种模式来说，网络化实践方式帮助它们建立起共享的资源库，这样不仅消除了许多既定的物理地域障碍，也通过共享知识库让建筑师们能够做自己最擅长的事。同时，网络成员还能够在这里找到适合的合作伙伴，因为有些时候，自己所在的公司并没有非常适合的合作人员。

In every model, the networked practice set up shared resources that remove physical barriers and create knowledge libraries that let architects practice where their specialized skills are needed most. It also enables network members to find partners when particular skill sets are needed that may not immediately be filled within their own firm.


Teresa Coates AIA, Stephen Parker AIA, Jeffrey Pastva AIA present Datalus’ idea for data’s role in evolving architectural practice in the future. Image Courtesy of the AIA

2、数据驱动模式

一些团队想要把飞速发展的网络当成一个契机，利用数据建设来为公司盈利。团队Datalus的价值理念是通过搜集建筑数据来为人们提供更好的设计思路，甚至影响建筑全寿命周期，从而成为“现实世界的谷歌”。

MOM+DAD团队利用监控操作与维护（MOM）系统通过设计、分析、数据收集来提供一个持续的反馈。他们希望能够通过对数据的不断收集和分析来与客户建立起长久的合作关系。

2. Data to Drive Revenue
Several teams sought to use the growing Internet of Things as an opportunity to turn building data into a revenue source for their firm. Team Datalus’ value proposition is to become the “Google of the physical world” by aggregating building data to influence code and policy, inform good design, as well as be the keepers and sellers of their designs and data throughout the entire lifecycle of a building.
Similarly, MOM+DAD utilizes Monitoring Operations and Maintenance (MOM) to provide a continuous feedback loop with Design, Analytics, and Data (DAD). They hope to build long-term relationships through continuous data harvesting and analytics for their client partners.


Anthony Vanky AIA, Stephen Parker AIA, Jeffrey Pastva AIA present their team’s idea for evolving architectural practice in the future. Image Courtesy of the AIA

3、解决方案探索者

许多团队正在试图改变建筑的反应特质，成员们一般能够主动地发现问题，而不是等着客户找上门。团队4PIE与战略合作伙伴会收集各种不同的问题，并且帮助客户们解决，再通过来自IDEO和高校研究室的设计顾问的帮助，将他们置身于竞争环境之中。他们通过许可证或股权拆分法来定义这种IP策略。

3. Solution Seekers
Teams sought to flip the reactive nature of architecture, by becoming problem seekers rather than waiting for clients to come to them. Team 4PIE gathers problems from strategic partnerships and helps them find solutions, putting them in direct competition with design consultancies such as IDEO and research at Universities. They look to monetize their IP solutions through licenses or spin outs/spin-offs (equity plays).


Ashley Clark, Assoc. AIA, from LandDesign, Inc. in North Carolina shares Design on Demand’s pitch of integrating some gig economy into architectural practice. Image Courtesy of the AIA

4、免费增值服务模式

有的团队中断了客户与设计师之间的互动，然而却从“gig economy”工作风格中汲取了灵感。Design on Demand团队通过交互网页设置让客户与设计师们相互联系。他们还通过为客户提供全方位的体验模式和7天24小时的设计服务来提升在整个行业的地位。这种方式让建筑师感到更加地自由，可以将自己的生活与事业安排得井井有条。

4. Freemium Service Models
A few teams looked to disrupt how clients interact with designers while taking a page from the “gig economy” work style. Design on Demand looks to connect clients to designers at their point of need through an interactive web portal. They seek to elevate the standing of the profession through accessibility and give clients an omni-channel experience while providing 24/7 access to design services. It would also allow designers to work on their own terms and during alternative hours that may better suit their work-life needs, whether that is around childcare, pursuing second degrees, or needing to bulk up hours for an upcoming big expense or life event.


The attendees of the Practice Innovation Lab, hosted by the Young Architects Forum in celebration of their 25th anniversary. Image Courtesy of the AIA

5、社会责任实践

几乎每个团队都有一定的社会责任感，建筑师们致力于寻找提升社区活跃度的各种方式，不仅仅只是单纯地通过建筑项目，也包括对贡献空间和教育模式的研究。Covalence团队希望能够加强建筑师和当地社区的社会影响力。团队成员建立了社区空间网络系统，这与传统意义的办公空间相反，因为这是属于设计师们的共同工作区域。同样的，Re\Thread所在团队属于一个小型公司，他们通过设计建造的共享空间来赢得利润。

我一直在大力提倡建筑实践的重要性，它能让整个建筑行业在不断变化的环境中保持活力。如果我们的建筑事务所过于依赖建筑行业的自身周期性，那么这必将导致行业的利润下降。创新实践研讨会的举办对于这个问题至关重要，我们希望可以在下一次建筑业滑入低谷前未雨绸缪。我们不希望本次的参会者在活动中毫无所获，我们希望这次研讨所带来的能量和沟通能够为建筑事务所的新模式带来新的思路，并就许多传统的习惯进行重构，从而增强整个行业的生命力。

为了了解本次创新实践研讨会的更多想法，你可以欣赏我们推出的一部纪录片。在接下来的几个月，我们将会陆续推出其他的作品，包括有着10个小组工作成果的记录文件。我们也将寻找机会举办下一次研讨会，促进整个行业的蓬勃发展。如果你感兴趣，那么敬请关注。

5. The Socially Responsible Practice
Nearly all teams also had a socially responsible focus with a commitment to the local community by finding ways to engage with them more actively, not only through projects, but through shared space and educational seminars. Team Covalence’s vision is to empower architects and the broader design community to impact their local (and typically underserved) communities. They do this by building a network of community spaces, as opposed to offices, that are also co-working spaces for designers. Similarly, team Re\Thread is a combo for-profit\not-for-profit firm that holds an equity stake in each community through the spaces they own.
I have been and will continue to be a strong advocate for the necessity for architecture practice to evolve for our profession to remain relevant in an ever-changing economy. If the fate of our firms is continually reliant on the cyclical construction industry, there may be a time when we are unable to rebound as profitably. The timing of the Practice Innovation Lab is critical to expanding this dialogue at a time when we have the ability to proactively think about our next steps, before being tossed into another economic downturn putting architects in crisis mode. While we do not expect any of the participants to go back to their firms and create instant change, we are hopeful that the energy and dialogue created by the Practice Innovation Lab will plant the seeds for those looking to practice on new terms, and spark conversations for more traditional practices on ways to expand viability.
To hear more thoughts from the Practice Innovation Lab, you can view the mini event documentary below. In the next few months, additional outputs will be shared, including a broader document containing the outcomes from each of the 10 teams work. Stay tuned, and if you are interested in being a part of the dialogue we are looking for other opportunities to host additional labs or find additional ways to keep the profession moving forward.


出处：本文译自www.archdaily.com/，转载请注明出处。