For Architecture and Design firms, the engineering challenge is how to achieve the right balance between the creative process and profitability.
In the movies, the Architect is portrayed as having a singular mindset as the passionate protector of creativity. In reality, no single aspect of running a design firm stands alone. Project management and timely reporting are tied to cash flow. An organized, accessible library of drawing details saves time, improving profitability. A successful growth strategy is dependent upon high-functioning operational systems. Well thought-out organizational practices translate to greater success with winning new work too.
Just like firm operations, business development and marketing principles are also intricately wired. There are the fundamentals – mutually agreed upon goals, targeted research, proactive positioning, community engagement, and qualitative messaging. Drill down to market assessments, performance analytics, capture plans, relationship building, RFQ/RFP risk assessments, approach to submittals, and fee strategies, and the need for a robust infrastructure is readily apparent.
It is difficult to keep track of all of these moving parts, especially while juggling the real time challenges of running a practice.