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Architects have a reputation for being bad at business. This stereotype is not entirely unfounded: The disregard for business is systematically cultivated all through our educations and professional lives. Apart from sporadic mentions of clients at architecture schools, students are largely deprived of lessons on running enterprises and making profit. While this unfortunate state may be gradually changing, there is no way around the fact that the majority of our schools are still based on an outdated educational model that is as divorced from the reality of the AEC industry as most mainstream architectural practices are reluctant to adjust to the cultural and technological shifts taking place in other industries.
The fact that the number of licensed architects is increasing, and the average age of those achieving licensure is at a record low, may seem encouraging at first, but it also means that too many of us are entering the workforce every year. We compete for the same clients who can afford good design and pursue jobs that will provide maximum creative freedom and exposure. However, most end up spending years, decades even, working for others, gaining no significant insight into how companies operate, attract clients and negotiate.
The Cresta by Jonathan Segal FAIA, California City, Calif., United States
When they choose to strike out on their own, architects tend to follow the outdated model of trading hours for dollars. One of the consequences of this mindset is the fact that clients continue to perceive architectural services as a cost rather than a value. Those who are open to learning from other industries realize the inherent problem in having to reinvent their services with every new client and adopt superior business models based on efficiency and speed. They recognize the crucial role of well-defined value propositions, smart branding, differentiation strategies and marketing in the growth of their companies. Many among them automate large portions of their workflow, create efficient organization and time-management systems and take a proactive approach in acquiring clients.
So, what are the alternative routes for architects to practice their crafts with autonomy and make a profit at the same time? In order to organize and clarify the various “archipreneurial” trends that have emerged over the last few decades, Tobias Maescher — founder of archipreneur.com — has created a comprehensive compendium of archipreneurial practices entitled The Archipreneur Concept: New Business Models for Architects, which explores the crossover between architecture and entrepreneurship through examples of innovative firms of different sizes and profiles.
