in the autobiography on steve jobs, he claimed to spend a lot of his time designing 'the company' as much as any of apple's products. this was especially true during his last few years - after the cancer became manifest and, presumably, a concern for his legacy brought into sharper relief. and it's a common refrain heard in many of the startups (as well as well established) creative companies - how to preserve a carefully nurtured culture during periods of growth and (by necessity) increasing layers of complexity. in other words, how do you bring a corporate culture that thrived during the halcyon startup days into a structure that has to serve as a global powerhouse?
this isn't an isolated question to multinational corporations - architecturally, can we say one particular intellectual young turk has done better work now that he's a global brand?
which is why we'll continue to focus on the subject - how can we all create firms that are sustainable and leaders in the fullest sense of those terms. and, unlike most of the contemporary corporate 'guru's', we're going to keep focused on the mammals in this ecosystem - companies that can keep on after the dinosaurs eventually fall.
so, nearly a year in, i've been taking a quick breath and paused the writing on this blog to reflect and sharpen the focus. thanks for sticking around, for your feedback and let's keep the push going forward...
Central to the blog is a long running interest in how we construct practices that enable and promote the kind of work we are all most interested in. From how firms are run, structured, and constructed, the main focus will be on exploring, expanding and demystifying how firms operate. I’ll be interviewing different practices – from startups to nationally recognized firms, bringing to print at least one a month. Our focus will be connecting Archinect readers with the business of practice.
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