Running Head: THE IMPORTANCE OF INNOVATION ARCHITECTURE 1

The Importance of Innovation Architecture

Name

Institutional Affiliation
THE IMPORTANCE OF INNOVATION ARCHITECTURE 2

The Importance of Innovation Architecture

Innovation refers to the process of converting an idea into something new, with a higher

value. It sets companies ahead of their competitors; this applies to the field of architecture

wherby innovative companies perform better in terms of service deilivery and customer

satisfaction. Three of the most innovative companies in modern architecture are Bjarke Ingels

Group, SHoP and Perkins + Will. The firms utilize different approaches in promoting creativity

within the respective organizations espousing the diversity of innovation implementation. The

firms are real-life examples in the study of the factors promoting innovation, consequently

informing potential organizations seeking to adopt an innovative approach.

Introduction of Company Profiles

Bjarke Ingels Group (BIG)

Bjarke Ingels Group also refered to BIG, is one of the most celebrated architectectural

firms in the world. BIG is celebrated for its modern approach to architecture that resonates with

pop culture and current business trends. BIG’s organizational culture includes experimenting

and fluid company processes. As a result, the firm always explores new and innovative avenues

to practice architecture as a result of the post-crtical position subsequent to architectural critsism

(Lægring, 2017). It has risen to gloabal startdom disapproving the tennets of ‘un-architectual’

represenatation strategies. Most recently, BIG collaborated with Rumlaboratorium, an aerospace

firm, and the Danish Technical University. The trio are currently working on a state of the art

steam-ring generator as part of the green movement. The initiative is advertised as pioneering

clean energy as the cleanest power generation program in the world. BIG has established a

department focusing on research and development in innovative products and novel building

material prototypes referred to as BIG Ideas.

THE IMPORTANCE OF INNOVATION ARCHITECTURE 3

SHoP

In 1996, SHoP was founded. SHoP is a conglomerate of an architecture firm and a

construction firm called SHoP Architects and SHoP Construction, respectively. The firm enjoys

the honor of being among New York City’s top 10 architectural firms. SHoP adopts a unique

approach as it aims to solve the problem caused by the nexus of estate development, architectural

design, and engineering. The organization’s founders possessed expertise in different fields. As

such, the company is built on foundations of innovation, multi-expertise approach to solving

problems and out of the box thinking. SHoP is innovating by pushing the boundary on the role of

architectures in project management, endeavoring to increase architects' autonomy, reduce

construction costs, and increase income by architects.

Perkins + Will

In the healthcare segment, Perkins + Will is pioneering architecture works in designing

healthcare provider infrastructure. The organization places particular emphasis on improving

patient experience and efficiency. Similar to BIG, Perkins + Will equally has an Innovation

Incubator program designed to promote innovation, creativity, and research. Through the

program, the company has supported numerous proposals thus far. In addition, in 2019, the

company commissioned ten laboratories with a particular focus on sustainability, improving the

human experience, and mobility. Each year, Perkins + Will holds a design competition as a

platform for young designers.

What Particular Elements Of Each Organization’s Culture, Processes, And Management

Systems And Styles Work Well To Support Innovation?

In the past five years, BIG has grown in leaps and bounds. A few years ago, the company

had a workforce of fewer than 100 employees; currently, the organization employees over 400
THE IMPORTANCE OF INNOVATION ARCHITECTURE 4

employees. Arguably, part of BIG’s success is its relatively young workforce with a mean age of

about 30. Many of these employees are young and, therefore, innovation and creativity. Beyond

hiring employees with a proclivity for innovation, the organization has provided a suitable

environment for innovative minds. BIG’s CEO, Sheela Maini Søgaard, in an interview,

emphasized the importance of the firm adopting a positive environment in promoting employee

motivation and spirit of creativity. The approach is in line with McGregor’s theory on employee

motivation of exceeding that goes beyond remuneration. Effectively, BIG’s secret for innovation

is its creative workforce working in a creative workspace.

SHoP's success lies in the innovative way it interacts with different but interrelated fields

in AEC. Building real property is a collaborative exercise between experts with different skill

sets. Traditionally, each profession in the construction process solely managed their workload

with little, if any opportunity for work mobility. However, SHoP is challenging these traditional

views. The company has adopted a multifaceted approach to combining architecture, engineering

and estate planning in a manner that has increased discretionary autonomy especially among

architects. The future of AEC demands sustainable innovation, a need for efficiency, and reduced

cost management during project lifecycles. Consequently, SHoP is evolving its business to suit

future business trends: future-proofing. Through this approach, the company has developed a

culture of forward-thinking architectural designed aimed at reaming relevant.

Perkins + Will's secret to innovation success is slightly different from its competitors. It is

not lost to Perkins + Will that innovation and creativity are key to the success of the organization.

To this end, the company has specifically set aside resources, both tangible and intangible,

towards supporting and promoting innovation both within the company and outside. Through its

Innovation Incubator program, the firm offers ideal conditions for innovation without burdening
THE IMPORTANCE OF INNOVATION ARCHITECTURE 5

less innovative members of staff with the need to adopt an innovation culture. Moreover, through

innovation competition, the company has its ear to the ground for creative ideas sourced from

outside the organization. In essence, the company benefits from both in-house and external

innovation.

Why These Organizations Have Been Able To Capitalize On Innovation and

Intrapreneurship While Others Have Not

Two key factors are instrumental in the above companies’ ability to capitalize on

innovation and intrapreneurship. These are recognition and willingness to pursue a company

culture of innovation and intrapreneurship and access to resources. Perkins + Will, SHoP, and

BIG are all engaged in different initiatives spurring innovation. For instance, Perkins + Will

developed ten laboratories to promote innovation. The act exemplifies the financial capacity of

these companies in funding innovation and intrapreneurship. Access to funding gives these

organizations a competitive advantage that sets them apart from other competitors as they can

access modern technology, expertise and the best creative minds. More importantly, these

organizations recognize the importance of developing a culture of innovation and

intrapreneurship. Company culture is integral to a firm’s identity, vision and mission.

Subsequently, these elements affect company policies and practices (Naranjo-Valencia, Jiménez-

Jiménez, & Sanz-Valle, 2011). From the group, BIG’s recruitment of employees with a proclivity

for innovation and intrapreneurship while offering an environment supporting the worker's

creativity best exemplifies the recognition of the importance of these principles among the

companies. Effectively, these organizations implement ideas and policies designed to support

innovation and intrapreneurship and are also willing to proactive measures.

What Processes and Systems Might Stifle Innovation and Intrapreneurship

THE IMPORTANCE OF INNOVATION ARCHITECTURE 6

Several factors stifle innovation and intrapreneurship, but three arguably top the lists.

Firstly, a company’s culture is directly proportional to its internal policies and activities.

Therefore, firms that do not support innovation and intrapreneurship inadvertently have lower

levels of creativity. Donald, Quinet, Thacker, and Robert note that companies with

organizational culture falling in supporting innovation are likely to experience fewer cases of

creativity (2010). Secondly, highly organized businesses often fail to support innovation since

the latter occurs organically. Bureaucracy, specialization and demand for procedures also stifle

innovation (Burns 201). In particular, these elements provide a hostile environment for the

spontaneous and organic nature of innovation and creativity. Finally, strict financial controls

limit corporate innovation (Burns, 2011). These occur in one of two forms, if not both. Either as

limited budgets supporting innovation or bureaucracy, that frustrates the process of accessing

funding.

What Structures or Processes Would You Put In Place to Foster a Culture of Innovation

within Your Own Organization?

Innovation in an organization is a factor of organizational culture and resourcefulness. As

illustrated above, organizational culture is fundamental to whether or not an organization adopts

innovation and intrapreneurship. To this end, it important that factors supporting innovation are

promoted, while those that inhibit it are eliminated. There are no hard and fast rules as to how to

develop a company culture; however, primarily, a company must have a clear policy support

innovation and creativity. Secondly, an organization must promote resourcefulness. There are

two ways to achieve this. The simplest form is the effective and efficient use of resources. In

other words, achieve maximum value for resources available to the organization (Nickols & Kay

2015). Secondly, resourcefulness is the development of novel models to circumvent limitations

THE IMPORTANCE OF INNOVATION ARCHITECTURE 7

in resources. From this perspective, resourcefulness, as part of corporate culture, is an essential

tool especially for organizations with limited resources.

THE IMPORTANCE OF INNOVATION ARCHITECTURE 8

References

.
Ariail, D. L., Quinet, G. R., & Thacker, R. M. (2010). Creating and fostering sustainable

intrapreneurship: A conversation with David Gutiérrez. Journal of Applied Management

and Entrepreneurship, 15(2), 121.

Becerik-Gerber, B., Gerber, D. J., & Ku, K. (2011). The pace of technological innovation in

architecture, engineering, and construction education: integrating recent trends into the

curricula. Journal of Information Technology in Construction (ITcon), 16(24), 411-432.

Burns, P. (2012). Corporate entrepreneurship: innovation and strategy in large organizations.

Basingstoke: Palgrave Macmillan.

Lægring, K. (2017). Bjarke Ingels and the Return of Representation: A Challenge to the Post-

Critical. Architecture and Culture, 5(2), 315–340. doi: 10.1080/20507828.2017.1328206

Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation?

The role of organizational culture. Management Decision, 49(1), 55-72

Nickols, S. Y., & Kay, G. (2015). Remaking home economics: Resourcefulness and innovation in

changing times. Athens: University of Georgia Press.