Organizational Philosophies

To paraphrase Alvin Toffler, “Architects are using second wave practices in a third wave world”. That is we are falling back on 19^th century methods of practice and thinking that no longer work today.  Though larger firms are beginning to take great strides in embracing new technologies and developing new practice concepts, it is the small firms, which we believe are the backbone of the profession, who are finding it progressively harder to move onto this new wave.

• Acceleration of clients' expectations,
• Changes in clients business structures and geographical reach,
• Evolving technologies,
• Growing competitive pressures from unusual sources,
• New practice methodologies,
• New delivery methodologies,
• Growing societal expectations including higher quality of life and homeland security,
• Demands for non-traditional, vertical services thru thin market segments,
• Competition for employees,
• A new wave of unique graduates about to hit the profession,
• And many others...

Now apply these to the practice of architecture and you begin to recognize why it seems harder to practice these past few years.  These developments are forcing small firm owners into uncharted waters that they are neither prepared for nor have the time to learn.  As a matter of fact, the time the traditional small firm spends rising to these perpetual challenges is constantly diluting their potential (as well as their fees), causing them to lose sight of what is important and arguably putting them into a gradual downward spin.

Many architects around the country are realizing that it is literally impossible for today’s small firm to catch up to the trends that are now forming tomorrow’s profession, unless they develop a new “third wave” practice paradigm.

The Organization

Triglyph’s mission is to empower member firms to be of greatest service and highest value to our clients, our facilities’ users and to our community.  We are accomplishing this by working within a new model or “system” of architectural practice that embraces these “third wave” developments as opportunities!

The Triglyph Architectural Organization can be thought of as a framework of shared support, collaboration and knowledge development, each of which are dependent on the other for optimal effectiveness and ongoing improvement.

• Shared Support: We believe in common tools, systems and procedures so that we may practice effectively and, collaborate effectively,
• Collaboration: We believe that effective collaboration leads to more successful projects and, creates strong and trusting relationships,
• Knowledge Development: We believe that strong relationships create a climate where we share information and build knowledge freely which will move this profession to higher levels.

The holistic value this organization holds for customers is derived from its three distinct but inter-related components:

• The Associate, or member architectural firm.
• The Affiliate, or consultant to the Associate and/or Client
• The Centralized Business Support Group owned and directed by the Associates. This is an independent entity known as Triglyph Associate Services, LLC.

As with all strategic alliances there are fundamental issues to overcome in order to be successful. The first and most important is stated in Triglyph’s definition: “alignment of purpose”. This alignment has formed the foundation for Triglyph’s strong organization...

The Foundations of a Strong Organization

Triglyph is a formal strategic alliance among small architectural firms.  Kevin Connolly first conceived this new practice model five years ago as a proactive response to present and future changes occurring in the small firm profession.  After three years of development Triglyph began its growth.  To date there are nine member firms and seven others under consideration.

Four levels of alignment have been reached among its members creating a strong foundation upon which this organization is growing:

1. Shared Values
2. Mutual Need
3. Strategy
4. Shared Risk

Shared Values:

Triglyph members are Business oriented Design firms.

We believe in great architecture, both the product and the process, for our clients.  As a product we value a building well designed within all contexts: aesthetic, functional, financial, legal, technical, energy, sustainable, and others.  We equally value good practice and good business, and strive to utilize the best tools, systems and methodologies available organized around client needs.

We share an ideology that “what” we know is of less value than how fast we can learn something new and apply it to the situation.  To these ends we believe the sharing of knowledge, within the confines of this private organization, for the good of all, will raise our value to our customers.

Mutual Need

We recognize the limitations inherent in our small firms - but refuse to accept them.  In order to build a better practice so to attract and maintain better customers we needed to create a holistic organization that would overcome these limitations.  An organization or “system” that would provide us with:

• Support: CAD and IT support, business and marketing, purchasing power and others.
• Collaboration Opportunities: To service a nationwide customer, team complimentary expertise, or just have additional manpower available.
• Knowledge: Design, business and practice, construction technologies, fee structures, market information and others

We all share this vision for the future of small firm practice.

Strategy

First, Triglyph needed to be more than the typical “temporary” alliance of firms.  In order to achieve our objectives a formal, private and lasting organization was created.

Second, to support the needs and advance the goals of the individual firms efficiently and equitably, an independent limited liability corporation was organized by the founding members of Triglyph.  Triglyph Associate Services, LLC (TAS) provides the practice and business tools, and services; facilitates nationwide collaboration and knowledge building, negotiates group purchases, and hires staff and consultants as needed to accomplish these objectives.  Member firms sign a formal agreement with and pay dues to TAS. It establishes policies and guidelines to keep the organization running smoothly, effectively and fairly. TAS is the glue that holds this organization of small firms together.

And third, we are not building just a network of firms, but rather a system of selected firms.  Triglyph will continue to “raise the bar” with a candidate selection process and a higher Standard of Care and Code of Ethics.

Shared Risks

To insure success the risks must be shared, both professional and financial.

• We each have, or can envision having, customers that will benefit from this organization and are willing to share these customers with other members as we work collaboratively.
• We each are willing to pay for the more powerful tools, systems and support possible to increase our ability to serve our customers. Sharing these expenses lowers our cost and risk, while raising the value to all Triglyph member firms.
• We each agree to share information, about design, customers, practice and more.