The world architecture inhabits is shifting and rapidly evolving. The economic, technological and environmental systems, practices are working in, are changing faster than traditional models of practice are able to respond to. Yet, most practices remain structured for consistency, tradition, and the predictable.
But the static model of practice in a dynamic context creates tension. Where things can break if they’re not flexible. And a more traditional model might become restrictive. In changing conditions adaptability isn’t a nice to have. It’s a must have.
To be clear, architects don’t need to abandon theirs, or the profession’s, core values and ideals. But they might need to better respond to change with clear and confident directives. Doing so with the same intention they bring to designing a building.
Adaptability is a skill. It can be practiced. And requires systems to be established allowing the practice to thrive in new conditions.
Here’s eight systems architectural practices might use as the foundation for intentional evolution, to be agile, resilient, and future ready.
1. Strategic planning: remain curious and keep going
Agile practices don’t strategise once a year at their annual review. It’s an onging commitment to noticing change and iterating practice strategies.
They regularly make space to consider what going on and how things are going, doing so perhaps monthly or at least quarterly. Assessing where they’re going, the data they’re seeing, and finding opportunities to experiment. They ask themselves questions:
- What’s changed since last review?
- What are the assumptions we’ve made? Do they still apply?
- What are we noticing? And what should we be paying closer attention to?
Establish a rhythm of reviews, questioning and rethinking. Keeping momentum and maintaining responsiveness. Flexibility doesn’t reflect a lack of commitment, but represents leadership in uncertainty.
2. Positioning: clarity in what you represent
Let’s face it, it can be hard to distinguish some architectural practices from the one next door. In that context, standing out, being clear on what you do and stand for, is a competitive advantage.
The adaptable practice isn’t all things to all people (ie clients). They’re clear on what they do best, the value of that, and who they’re for. They describe outcomes, not just services. Whilst iterating what they do as they’re presented with new possibilities and opportunities.
Defining the practice is not just for future clients, but for the practice itself. When everyone is united in understanding the practice’s value and values, they’ll trust in the process, and be more willing to embrace change.
3. Knowledge systems: learnings need to be visible and usable
The knowledge gained in the course of practice is valuable. It’s also underutilised. Maximising what a practice learns, how they share it and how they use it in the future, is important.
Establish a practice knowledge database and build a system that:
- Captures insights from projects and people;
- Allows new team members to onboard quickly; and
- Identify insights and patterns to inform better decisions.
And maybe, this might become something that can be monetised in the future too.
By allowing knowledge to become visible it becomes reusable. It then becomes foundational for insights and growth when it’s shared throughout the practice.
4. Project delivery: adapting for ‘how’ not ‘why’
Project delivery is where strategy meets reality. Stress testing and revealing any lack of agility.
Adaptable practices have choices. They’re don’t rely on a singular rigid strategy, but are able to experiment with alternative delivery models. They can assemble flexible teams. Prioritising outcomes and outputs over procedures. Establishing systems allowing for experimentation and improvisation, not just implementation.
The best practice teams are like jazz bands. There’s enough structure to combine effortlessly with the flexibility to respond in the moment.
5. Financial systems: building a flex fund
Adaptability without financial resilience is a construction without a foundation.
To practice in an environment of uncertainty requires financial footings. That means:
- Diversified income;
- Flexible pricing models aligned with value;
- Financial acumen within the team; and
- A savings habit. Not just for emergencies but for investment in change.
Money isn’t the objective, but it does support the objective. A financial strategy that allows for experimentation and practice development, positions the practice to capitalise on opportunity.
6. Client relationships: build trust, not transactions
To paraphrase Maya Angelou, clients don’t remember what you said or the quality of your renderings, but they’ll never forget how you made them feel.
Adaptable practices put the clients first by:
- Communicating openly and often;
- Seeking feedback and being willing to change direction when needed; and
- Remain engaged with the client, even after keys are handed over and the final payment.
Great client relationships aren’t just good business. They become a strategic asset. With the power to deliver repeat work, referrals, and shared learning.
7. Team development: grow people, not numbers
A practice’s team is more than collected worker bees. They’re expert, experienced, and insightful. They can be the practice drivers of adaptation.
Agile practices invest in their team’s development and culture. Nurturing growth mindsets and encouraging the contribution of ideas and challenging assumptions. It’s a culture that:
- Employs for curiosity and cultural add, not just fit;
- Provides learning, coaching and mentoring; and
- Delivers the psychological safety needed for innovation and rethinking.
Everyone in a practice can be a leader within some aspect of the practice. Adaptable practices support and encourage it.
8. Technology: choose strategically, not generically
Many practices adopt their technology by default. Adaptable practices adopt technology with intention and design.
Adaptable practices maintain a wholistic mindset. They:
- Utilise their tech for project data integration and team communication;
- Embrace digital platforms as a space for sharing knowledge; and
- Experiment with emerging technologies, offering new ways to deliver value.
The goal isn’t to automate everything. It’s to empower teams to focus on the important things: creativity, discovery, and a growth mindset.
A final thought
Adaptability isn’t a characteristic your practice has or is even missing. Instead it’s something to be developed and practiced. Doing so with intention, systematically and in leadership.
By rethinking how your practice might plan, deliver, learn, relate, and evolve, you can establish a far more resilient model than is traditional. Creating a practice that might better lead through change.
The architecture profession should be embracing agility and adaptability through change. Not just surviving, but creating what comes next.
Previous articles on future readiness:
6 myths of adaptable architecture practice
AI image generated in Canva
