FOUNDATIONS OF PRACTICE PART 2

Transcription

1 FOUNDATIONS OF PRACTICE PART 2 Copyright, Paul W. Nakazawa. All Rights Reserved. Unauthorized reproduction and distribution is strictly prohibited. This lecture contains third-party copyrighted content For educational classroom use only.

2 DISCIPLINE PROFESSION - PRACTICE Why/how constituted Domain content and meaning Who has authority over domain How is authority/legitimacy established Stakeholders/benefits/costs/risks Interactions/influences Society Discipline Origins in Antiquity Knowledge and Technique Culture Agency Ethics and Mandate Profession 19 th century project Practice Value and Innovation Governance Political Economy Environment Markets Copyright, Paul W. Nakazawa. All Rights Reserved.

3 DISCIPLINE-SOCIETY-PRACTICE Core body of traditional disciplinary knowledge becomes inadequate even for mainstream architectural practice. Discipline(s) diverse sources and producers of relevant knowledge Knowledge and Technique Agency Ethics and Mandate Society institutional, social, legal and regulatory frameworks Practice Value and Innovation Professional associations no longer adequate as representatives of disciplines or practice. Significant impacts of the internet. Copyright, Paul W. Nakazawa. All Rights Reserved. Practices augment their capacities to develop, organize and deploy knowledge through proprietary research.

4 PRACTICE DEMAND (SOCIETAL/MARKET/CLIENT) specific people expectations needs desires ability/capacity resources specific people practice negotiation demand individual firms consortia networks value proposition benefits/risks/costs offer contingent factors markets clients projects unidentified/ latent Copyright, Paul W. Nakazawa. All Rights Reserved.

5 PARADIGM SHIFTS OF DRIVERS IN PRACTICE (US) Continuous and rapid social, political, economic and cultural transformation Present EVENTS/ SITUATIONS ISSUES STRATEGY SPECIALIZATION Globalization Demographics Technologies Government policy Banking/financial industry Transnational corporations Social stratification War/armed conflict Climate/biosphere Etc., etc CRAFT/ INDUSTRY 1950 Copyright, 2014 Paul W. Nakazawa. All Rights Reserved.

6 DEVELOPMENTAL ASSETS

7 DEVELOPMENTAL ASSETS KNOWLEDGE Intellectual capital knowledge/expertise experience intellectual property REPRESENTATION Symbolic capital image/identity brand/brand equity channels RELATIONSHIPS Social capital connectivity (networks) communities modes of engagement CAPABILITIES Implementation capital core competences capacity and resources technology Copyright, Paul W. Nakazawa. All Rights Reserved.

8 FRAMEWORK FOR PRACTICE

10 VISION/MISSION the practice (organization) the practice (the work) DEMAND STRATEGY fundamental, motivating purpose and values what does living/ realizing the vision/mission entail, look like, feel like? VISION/MISSION PROCESS example ORGANIZATION Diagram: Copyright, Paul Nakazawa. All Rights Reserved.

11 DEMAND markets clients projects opportunities (other) it is the job of the business manager to convert public needs into business opportunities Peter Drucker STRATEGY DEMAND VISION/MISSION monetized demand non-monetized demand unidentified or latent demand inside-outside demands ORGANIZATION PROCESS Central Diagram: Copyright, Paul Nakazawa. All Rights Reserved. supply-and-demand-partial-equilibriummarket-model-in-matrix-form/

12 STRATEGY Try a lot of stuff and keep what works. Collins & Porras, Built to Last, Chapter 7. competitive strategy cooperative strategy practice strategy (corpus of work) design strategy (project) developmental strategy (org) DEMAND game theory study of strategic decision making: zero-sum, negative-sum and positive sum outcomes STRATEGY COMMITMENT ORGANIZATION PROCESS knowing what to do is the easy part --- the difficult part is implementation ooks/strategyfatsmoker/ Central Diagram: Copyright, Paul Nakazawa. All Rights Reserved.

13 PROCESS (processes and practices) 1973 DEMAND 1959 STRATEGY MANAGEMENT ORGANIZATION business processes organizational management, marketing/ acquisition, accounting/ finance, HR, IT, etc. COLLABORATIVE CO-CREATIVE PROCESSES PROCESS practice processes client and project management, design operations (content, design, delivery), etc. Diagrams: Copyright, Paul Nakazawa. All Rights Reserved.

14 ORGANIZATION It is the purpose of organization to make human strength productive. Organization is the means through which man, as an individual and as a member of the community, finds both contribution and achievement. Peter Drucker, Management: Tasks, Responsibilities, Practices. DEMAND organization practice framework/models organization platforms/ people organization project teams and the work organization legal forms and operating structures STRATEGY LEADERSHIP ORGANIZATION PROCESS eytitle/productcd html Functional Spaces Diagrams: Copyright, Paul Nakazawa. All Rights Reserved.

15 D-P SIX CRITICAL LINKAGES D-S: Demand-Strategy D-O: Demand-Organization D-P: Demand-Process S-P: Strategy-Process S-O: Strategy-Organization P-O: Process-Organization DEMAND (D) STRATEGY (S) S-O ORG (O) PROCESS (P) Vision/Mission Commitment Leadership Management Diagram: Copyright, Paul Nakazawa. All Rights Reserved.

16 CASE STUDY UN STUDIOe explorations of the potentials of architecture to create value impactful participation of the architect in society, and valuable contribution of architecture to its time/place Copyright, 2014 UNStudio. All Rights Reserved.

18 UN STUDIO PROFESSIONe Research Studio Projects The research and development of design, data processing, technique and details, processing technical consequences and architectural supervision of UNStudio Van Berkel & Bos BV has been found to conform the Standard NEN-EN-ISO 9001: 2008 since 2001 and most recently in 2010 the Environmental management systems NEN-EN-ISO 14001:2004. Copyright, 2014 UNStudio. All Rights Reserved.

19 UN STUDIO - DISCIPLINE Research Studio Projects Whilst the primary objective of our project teams is to deliver the result of architectural thinking (buildings, plans, designs), the objective of the knowledge platforms is to distill knowledge from within the practice of architecture in order to propel design thinking and innovation. Copyright, 2014 UNStudio. All Rights Reserved.

21 OBJECTS-TERRITORIES-SYSTEMSe SYSTEMS OBJECTS TERRITORIES TERRITORIES SYSTEMS OBJECTS BUILDING LANDSCAPE INFRASTRUCTURE INTEGRATION spatial-environmental integration functional-operational integration layering/intersections/interfaces Copyright, 2014 Paul Wesley Nakazawa. All Rights Reserved.

23 THE JOURNEYe : Van Berkel en Bos Architectuurbureau Dynamic duo thought-leader practice : UNStudio Network-based collaboration 2009: UNStudio Asia (Shanghai) International practice platform 2008-Present: UNStudio Knowledge-based platform Diagrams: Copyright, 2014 Paul Wesley Nakazawa. All Rights Reserved.

24 CONVENTIONAL PRACTICE TYPOLOGY

25 PRACTICE TYPOLOGIES (WELD COXE, ET AL.) PRACTICE VALUES DRIVERS & METRICS COMMERCIAL VALUES DRIVERS & METRICS Weld Coxe et al, Charting Your Course, Architectural Technology, May/June 1986.

27 THOUGHT/DISCIPLINE LEADER

28 THOUGHT/DISCIPLINE LEADER

29 CONCEPT PARTNER

30 CONCEPT PARTNER (a re-invigorated idea of what a concept partner could be) BIG-BJARKE INGELS GROUP BIG is a Copenhagen and New York based group of architects, designers, builders and thinkers operating within the fields of architecture, urbanism, research and development. The office is currently involved in a large number of projects throughout Europe, North America, Asia and the Middle East. BIG s architecture emerges out of a careful analysis of how contemporary life constantly evolves and changes. Not least due to the influence from multicultural exchange, global economical flows and communication technologies that all together require new ways of architectural and urban organization. We believe that in order to deal with today s challenges, architecture can profitably move into a field that has been largely unexplored. A pragmatic utopian architecture that steers clear of the petrifying pragmatism of boring boxes and the naïve utopian ideas of digital formalism. Like a form of programmatic alchemy we create architecture by mixing conventional ingredients such as living, leisure, working, parking and shopping. By hitting the fertile overlap between pragmatic and utopia, we architects once again find the freedom to change the surface of our planet, to better fit contemporary life forms.

31 MARKET SECTOR LEADER

32 MARKET SECTOR LEADER Now in its 30th year, Cambridge-based Tsoi/Kobus & Associates is one of the nation s leading architecture, planning, and interior design firms for science and technology, college and university, healthcare, and commercial real estate projects. The firm is known for creating environments that advance the discovery of new knowledge and for awardwinning designs that combine cutting-edge technology with compassion and creativity.

33 SERVICE PARTNER At our soul and in our daily practice, we are a service company. Our vast suite of capabilities allows us to intersect with one another, involve experts at every level, include our clients visions and improve each project we touch.

34 SERVICE PARTNER

35 SEGMENTED MARKETS/GLOBAL DELIVERY AECOM Technology Corporation NYSE Symbol: ACM Ranked as the #1 engineering design firm by revenue in Engineering News-Record magazine s annual industry rankings, AECOM is a premier, fully integrated infrastructure and support services firm, with a broad range of markets, including transportation, facilities, environmental, energy, water and government. With approximately 45,000 employees including architects, engineers, designers, planners, scientists and management and construction services professionals serving clients in more than 150 countries around the world, AECOM is a leader in all of the key markets that it serves. AECOM provides a blend of global reach, local knowledge, innovation and technical excellence in delivering solutions that create, enhance and sustain the world's built, natural and social environments. A Fortune 500 company, AECOM had revenue of $7.9 billion during the 12 months ended June 30,

36 SEGMENTED MARKETS/GLOBAL DELIVERY With 2013 revenues of nearly $12 billion, Jacobs is one of the world s largest and most diverse providers of technical professional and construction services.

37 HORS CLASSE DESIGN CONSULTANCY Mexico City International Airport Competition (2014)

38 HORS CLASSE DESIGN CONSULTANCY

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