ABSTRACT

All architectural practices need to set up systems to deal with the impacts of a diverse and globalised economy, fast-evolving information technology and cultural changes. Whereas these impacts are beyond any one practice's control, they require some understanding of changing markets, clarity of purpose and flexible organisational structures to deal with them. Small practices usually operate based on the strengths and skills of their individuals and the relationships between them, while larger practices are, by necessity, process driven. Small practices — and there are many examples — that offer 'additional' professional services have a competitive advantage by being able to quickly evolve their business model and access alternative funding streams. Small practices are in the best position to better reflect and respect the communities and cultures in which they operate, but many still need their business and financial skills to be developed to meet and take advantage of their 21st-century operational opportunities.