Management

02/15/08 Strategic Plan Implementation: How to Make Good Things Happen and Better Things Happen Consistently Getting the strategic plan right is hard to do, but implementing it is even harder. And everyone’s job depends on it. Melinda Pearson
10/05/07 1 From Silos to Networks: Organizing for Success Good design and good management are simply two sides of the same coin—they are mutually necessary and mutually reinforcing. Scott Simpson
10/19/06 Performance, Productivity, and Profits Performance and productivity are closely linked words yet, in many firms, they are neither treated nor understood in the same way. In subtle ways they are very different indeed. James P. Cramer
09/26/05 A Delicious Yet Dangerous Paradox Increasingly, firms are reporting higher percentages of backlog because of increased repeat client work. It is quite natural to think of this as a financial strength. However, this strength can quickly turn into a tricky weakness. James P. Cramer
09/08/05 Firms Report Fees, Profits Edging Up This headline is not a mistake. *DesignIntelligence* is currently conducting research on the growth rates at several hundred firms in the United States and Canada. James P. Cramer
09/08/05 DI’s Firm of the Month: HKS CEO Ralph Hawkins Speaks out on Growth, Recruitment, BIM Technology, and the Future
07/26/05 Deeper Strategic Thinking In the 10th anniversary issue of DesignIntelligence, I wrote an article titled “Why the Future Won’t Need Today’s Architects” that some of you thought was overly sensationalist. My point was simply that changing demographics, technology breakthroughs, and scientific discoveries will bring a new and challenging context for architects, designers, engineers, and their clients. The bottom line was that each leader and design organization must create a blueprint that goes beyond survival toward a new agile relevancy. James P. Cramer
05/26/05 Why the Future Won’t Need Today’s Architects What’s next for successful architecture, engineering, and design practices? This is the question we will explore more deeply in the upcoming months in DesignIntelligence. We believe that firms will not only be faster and smarter but also wiser and more independent. James P. Cramer
03/21/05 Navigating the Most Complex Human Resource Dilemmas It’s time to evolve the “Human Sacrifice Department” into “Human Prosperity Department” within the architectural firm. Williston Dye, AIA
10/15/04 Delivering on Great Design: Charting Your Success Truly creative people do things that, by definition, have not been done before. At the same time, each and every job is bounded by the parameters of budget and schedule, which provide the “predictive value” that clients demand. Scott Simpson, FAIA

Management

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