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twitter@peterraisbeck - architecture.com.au
Transcript of twitter@peterraisbeck - architecture.com.au
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Dr. Peter Raisbecktwitter@peterraisbeck
Architecture as a Global System Post Pandemic
Architecture is a global system that has been shaped by capital and technology. This book describes this system its ecologies and practices. This global system is the context in which all architects operate regardless of the size of their practice. It i
1 More general studies of globalisation include Harvey, D., 2010. Social justice and the city (Vol. 1). University of Georgia Press.Harvey, D., 2007. A brief history of neoliberalism. Oxford University Press, USA. Research with a greater focus on architectur
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Architecture as a global system
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Ø Practice Models
Ø Strategy Post Pandemic
Ø Institutional Logics Framework
Ø Professional norms, practices and ecosystems of knowledge.
Ø Knowledge Production
Post Pandemic
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Institutional Logics
Scavengers:
ØScavenger firms are driven by a survivalist mentality
ØAs gleaners, or scavengers, these architects survive by finding, gathering together, and utilising piecemeal resources of knowledge.
ØAgnes Varda film “The Gleaners”
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Global Scavenger Demographics
» 77.3% had 1 to 9 staff (Scavengers)
» Range of 65-80% across the globe
» Scant Data collected at any level
Raisbeck (2019) The Contribution of Architectural Services. Global
Construction Data edited by Stephen Gruneberg. Routledge 2019.
Scavengers
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Scavenger architects and conflict:
Ø Price competition Ø Long lead times to gain sustainable revenue.
Labor practices related to:
Ø Underpayment relative to educationØ Long working hours Ø Issues of diversity within the industryØ Labour structure: Precarious employment
Scavengers
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Problems
Ø Culture of secrecy; private firms and notions of
competitiveness.
Ø Basic Industry Structure is opaque
Ø Revenues and Profit margins (?)
Ø Benchmarking is difficult
Ø No reflexive mechanisms to ascertain Industry
competiveness
Scavengers
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Post Pandemic ØMany Unknown’s: Wipe Out ?
ØFirm vs Personal Finances: How integrated?
ØProfit Margins ?
ØResilient Revenues
ØStrategy: Become a Diverse Tribe
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Institutional Logics
Tribes:
Ø These firms are focussed on their networks and
generally bottom up in the way that they create
design knowledge.
Ø They are collaborative and community oriented.
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Tribes
Collective Practice
ØAssemble (UK)
Collective Advocacy
ØAIA ØThe Architects Lobby ØArchitects DeclareØParlourØACA
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Tribes
Assemble
ØThe group’s knowledge base includes architecture, art, design, and construction and philosophy.
ØAssemble aims ‘democratise’ architecture and to ‘activate overlooked spaces’ through ‘community focused’ programmes.
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Tribes
Ø Wu-Tang hip-hop collective, where all the individuals within Wu-Tang could remain self-employed.
Ø In the Assemble model, everyone works as a kind of freelancer.
Ø Decision making is governed by a model where different roles are split between HR, facilities, and finance.
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Tribes
ØCapital flows through Assemble are via a financial model where 50% of any money that comes in goes to the collective and then 50% goes to the project team. system?
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Tribes
Assemble themselves state that their internal discourse focusses on recurrent questions:
Ø Is this the right system?
Ø Who are we?
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Post Pandemic
ØRise in Tribes
ØNew business models of Practice
ØCommunity and Activist orientated
Strategy: Governance and Inclusive Decision-Making
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Warlords:
ØThese are exemplified by the so-called star architects.
ØThey dominate national and global systems.
ØThese firms create a knowledge ecosystem around themselves that is dominated by a single style, aesthetic, ideology, or person.
ØLegacy in the canon of architecture.
Institutional Logics
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Warlords ØWarlord = Virtuous celebrity chef who reinforces, shapes, and constitutes a global system of image practices. (Parasecoli, 2016)
ØEthnographic study of Snohetta, the warlord is a theorised as a “shaman” and a magician.
Parasecoli, F. (2016). Starred cosmopolitanism: Celebrity chefs, documentaries, and the circulation of global desire. Semiotica (211), 315–339.
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Warlords
The 2017 Dezeen Hot List
1. Ikea 2. Muji3. Peter Zumthor4. Bjarke Ingels5. Donald Trump 6. John Pawson 7. Zaha Hadid Architects 8. Tadao Ando 9. Norman Foster 10. Apple 11. Koolhaas had slipped from 11 to 16
» “the digitisation of architectural discourse and the lack of transparency regarding data analytics when it comes to large content producers such as Dezeen.”
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Warlords
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Warlords
Post Pandemic
Ø Rethink who architects annoint as their shamans.
Ø A dying breed as historical canon is questioned ?
Ø Revenues Squeezed between Tribes and Megafirms.
Strategy: Adopt New forms of Advocacy and Embrace Diversity
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Institutional Logics
Megafirms:
ØThese are large multidisciplinary networked firms that work within the global system and often across borders.
Ø In these firms, architectural design and integrating knowledge through systems and governance are key operational tasks.
ØThese firms create highly specialised design knowledge and integrate this knowledge into their systems.
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Megafirms
ØPrimary aim is new markets and revenue segments.
ØScale
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Megafirms
» AECOM (2019), is couched in terms of integration and words that evoke images of a balanced and integrated future:
“We believe passionately that those cities that are positioned to excel in this time of global change are pursuing broad, integrated strategies to tap hidden value, celebrate ecology and culture, attract people
and investment and overcome financial and operational inefficiencies to define success.”
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Megafirms
ØMegafirms as Herron’s Walking City.
ØMegafirms are fascinated by the future, and the idea of the entrepreneurial future.
ØFor the megafirm, these futures can be based on geographies, new building types, technologies, and new modes of knowledge.
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Megafirms
Post Pandemic
Ø Will Survive: Hit to Revenues. Ø BAU or address the real future? Ø May go downstream (Bad for Warlords)?Ø Mega-Firms already jockeying around future “post-pandemic” cities?
Ø Strategy: More like tribes. Defragmentation and Degrowth?
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Reflection:
Ø Time for Rethinking Strategy Ø New Business Models Ø Less Bounded Business ModelsØ Knowledge Management is Critical Ø Intentional Governance of Decision MakingØ Repositioning & Rebranding for Increased
Agency
Post Pandemic
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