Disrupting Practice: Findings from the Practice Innovation Lab

As we shift from a focus on delivering outputs (buildings and artefacts) towards achieving meaningful change and long-term sustainable outcomes, we’re curious about the new business models that will emerge in practice. In developing the Integrative Briefing for Better Design book, we’ve found it useful to reflect back to look forward and share Evelyn Lee‘s reflections from The Practice Innovation Lab, an American Institute of Architects 2017 forum which explored new business models.

In the fall of 2017, 60 individuals from the design and architecture professions came together with the intent to identify ways to innovate the dated business models on which most design practices are founded. Hosted by the Young Architects Forum of the American Institute of Architects (AIA), the Practice Innovation Lab was a series of discussions focused on enhancing both the value of our services and the sustainability of the design profession over the long term.

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Education and the Missing Part of the Design Process

How do we design for innovative outcomes? Is it enough to bring multiple voices to the table to determine future needs? Whilst understanding context and what inhabitants need is essential, David Jakes discusses a missing part of the design process – the need to evolve the status quo by expanding the capability of individuals and organizations to think divergently, and by doing so, shift mindsets about the future.  

I’ve become convinced that the design process generally fails to achieve as much as possible when applied to educational initiatives.  The reason?  A missing and critical component.

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To Share or Not to Share

Jacques Chevrant reflects on the need for the Architecture, Environment & Construction Industry to look outwards and learn from other industries to better engage with innovation and knowledge sharing to ensure long-term sustainability.

Image Source: https://upload.wikimedia.org/wikipedia/commons/7/78/Corporate_greed_octopus.jpg

Reflecting upon the competitive nature of the Architecture, Environment & Construction Industry (AEC), the for-profit organisation residing within has increasingly behaved like a silo. Intellectual property amidst innovation is closely guarded, used as a tool for maximising competitive advantage.

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