An organizational structure that enhances organic collaboration may not be inherently efficient, but Studios Architecture finds that in some regards, ambiguity builds success.
This article is for subscribers only.
Please NoteExisting members: if you have not logged in since August 21, 2012 please reset your password before logging in as we have transitioned to a new system that requires a new password.
If you are already a Design Futures Council member or DesignIntelligence yearly subscriber, and don't have an account, please contact us and we will set it up for you.
Innovation transforms the customer as well as the product Read full »
A moment of potential transformation for the A/E/C industry Read full »
As design firms cope with the aftermath of the recession, the shape of professional practice is beginning to look quite different. Read full »
There are two kinds of trends: those that affect the firm from the outside and those that are created from within. Read full »
LEAP is a strategic assessment tool developed by The Greenway Group that appraises the likelihood of profitability in a design firm. At its core is the assumption of a four-fold basis of success: leadership, empowerment, accountability, and processes.
If a firm is to find success in today’s challenging business environment, it must be focused on maximizing profits organization-wide. Neither a firm’s size nor its reputation guarantee continued success. Employees must be empowered to do their jobs, but they must also be held accountable for results. A management system needs to be in place to drive revenues and profits.
The following self-evaluation from Greenway allows firms to determine if they have a management system and culture in place to succeed at the highest level.
Check off each item below that is fully implemented at your firm.
• All employees know and understand the top priorities of the firm, and their job activities are focused accordingly.
• Employees are empowered to do their jobs, and they understand the need to link empowerment with accountability.
• The strengths and weaknesses of the firm are known and being acted upon accordingly.
• All employees are accountable by specific, measurable, and time-framed individual objectives contributing to the success of the firm.
• Priorities, objectives, and accomplishments are periodically reviewed and adjusted.
• The employee appraisal process and salary administration are linked to what makes the firm succeed.
• All employees know what salary increases are based upon.
• Incentive compensation plans are linked to what makes the firm succeed.
• A formal annual planning process is in place and involves all employees.
• Managers and staff embrace a management system that enhances the firm’s culture, promotes teamwork, and makes everyone more productive and effective.
• A current and easy-to-update strategic plan is in place that drives revenues and profits.
• Revenues and profits are growing as a result of happy clients, happy employees, and happy owners.
• Double-digit pre-tax profits are consistently achieved each year.
If you checked 11 to 13: Congratulations on a great management system that drives profitability.
If you checked 8 to 10: You may need to fine-tune your management system.
If you checked 1 to 7: You need to make significant changes to maximize profits.
For more information: http://greenway.us/leap.
DI.net RSS Feeds
DI.net on Twitter
- VIDEO: Henning Larsen Architects on Building Ambitions for Society | ArchDaily ow.ly/ulMBW
- How technology has fueled our addiction to light, and how it might help us end it- Nautilus ow.ly/ulBNj
- Discuss opportunities for overseas design practice with US Commerce officials at Asia/Pacific conference April 7-8: bit.ly/1iW8cN8