The American Institute of Architects Brand Research and Platform Development. Interim Report

Transcription

1 The American Institute of Architects Brand Research and Platform Development Interim Report Prepared by Carton Donofrio Partners, Inc. December 1, 2003

2 Purpose of the brand program Introduction At the request of the national Board of Directors, an initiative was undertaken to define and unify the values of the AIA brand across all components and constituencies. This effort is rooted in the ideas set forth in the 1999 AIM report. AIM identifies five success factors: Leadership, cultural transformation, accountability, inclusiveness, and engagement. Examining and strengthening the AIA brand touches on each area. The AIM objectives are focused on the relationships between the Institute and its constituencies. The brand is the overarching idea that defines those relationships. And, most of all, the AIM report envisions one AIA--with a shared purpose, creating a powerful voice for the profession across all of the constituencies it serves. By creating a shared understanding of the Institute s brand, we can help all staff and members live the values of the AIA in every contact. The mere mention of the AIA will open doors throughout the industry, government and with the public for the sharing of knowledge. And, the profession will be empowered, inspired and strengthened. 1

3 What s been done so far? The first three stages of the project are complete. Research/Exploration 18 focus group sessions and 40 brand journals were completed with members, clients, educators, students and industry partners have been engaged in a dialogue to understand their current and hoped-for relationship with the AIA Findings pp Programming the advisory group representing a range of constituencies has defined the parameters for a brand platform Themes pp Conceptual Design a draft brand platform has been developed for review and feedback Platform pp The purpose of this report Leaders of the AIA who have been exposed to the findings from the research have found the information compelling and useful as they develop plans for the coming year. This report has been published to share the findings and the draft platform in the hope you may also incorporate the concepts into your planning and that you will provide feedback that can help finalize the platform and move forward with implementation. 2

4 Brands It s not about the logo or the name or a big-budget advertising campaign. A brand is simply a set of expectations you have about the experience of interacting with an organization or a product. The AIA brand exists entirely in the minds of members, clients and other constituents. It is a promise or covenant you make with everyone who chooses to interact with you about what that interaction will be like. It is the single greatest asset that any organization possesses. A brand is the sum of the good, the The AIA brand has enormous value -- bad, the ugly and the off-strategy. It is for those outside the organization and defined by your best product as well as for those within. AIA contract documents your worst product. It is defined by the are perceived to be different and better accomplishments of your best employee-- than others in part because of the AIA the shining star in the company who can brand. CES providers offerings are much do no wrong--as well as by the mishaps stronger with AIA endorsement. When of the worst hire you ever made. It is a representative of the AIA calls on a also defined by your receptionist and legislator or on a regulator, those calls the music your customers are subjected get returned because of the brand. to when placed on hold. For every And two-thirds of clients prefer to grand and finely worded work with an AIA architect. public statement by the CEO, the brand is also defined by derisory consumer comments overheard in the hallway or in a chat room on the Internet. Brands are sponges for content, for images for fleeting feelings. They become psychological Scott Bedbury, concepts held in the minds of the public, A New Brand World where they may stay forever. Scott is one of the creators of the Nike and Starbucks brands. 3

5 of the AIA brand Paradoxes of the AIA brand Paradoxes The challenge of the AIA brand is one of balancing between a series of paradoxes, just as architects balance between the art and science of the profession. COLLECTIVE VS. INDIVIDUAL Architects are trained to be true to their individual vision, to defend and support the work they believe in. They celebrate innovation and individual difference. Their heroes are the architects who dare to be different. Yet, the AIA is the collective of the profession, where architects are brought together in one organization. It is no surprise that those who are the most different are the least comfortable in the group. The challenge is to come together, but not to be seen as monolithic and corporate, but as a collection of unique individuals. STANDARD SETTING VS. INNOVATION The AIA has been extremely effective at setting standards for the profession from continuing education to universal building codes to ethical standards. Yet, architects cherish innovation, the emotional opposite of standards. PRACTICE VS. DESIGN The AIA stands for everything that has to do with practice, from contract documents to healthcare standards, to licensure. Yet the passion of the profession is design. There is a tension between what architects love design, and what architects need in order to practice. HERITAGE VS. CHANGE Members, even those newest to the profession, value the heritage and permanence of the organization. It provides strength, power and connection to the history of architecture. At the same time, many see it as stodgy and stuck in old ways. They want it to look and feel different, reflecting a changing profession. But, they don t want to lose touch with the heritage and history. 4

6 Detailed findings from the research First experiences with the AIA Most of the members were aware of the AIA from their earliest encounters with the profession, some from AIA members who may have helped them decide to attend architecture school, others from their school experience. Many were either members or aware of AIAS. Others learned about the AIA from faculty, usually in the practice curriculum. The AIA was almost exclusively associated with the professional and practice aspects of architecture, only rarely with design. 5

7 It s just expected. There were many members for whom joining the AIA was never a question. It is part of being a real professional, or a part of their firm s culture. If they were members of AIAS, it was just a natural progression almost without thought. It is closely linked with licensure. One member told the story of her mother s reaction to getting her license Oh, you got your AIA. I wanted to contribute. Many who joined later in their careers did so because they had reached a point where it was important to them to be part of the conversation or to give something back to the profession and to its future. I wanted the credential. Some were motivated by the desire to have the AIA credential as validation. That motivation was strongest among members in smaller firms or individual practice, among women and minority members, and among members in non-traditional practice. A woman architect for the local school system reported that her colleagues, contractors and outside architects react differently to her when they see AIA after her name. 6

8 Places where you and others touch the AIA brand The touch points fall into three broad categories: Person to person By far the majority of touch points identified were very people focused events, members, meetings, community activities, local component offices, local/state issues activities, PIA forums, national convention, CES courses and all of the communications contacts surrounding all of them. These activities often involve a level of fellowship and personal connection between the members and with others. Practice-related tools and information This includes contract documents, CES information, the handbooks and standards, Architectural Record, etc. Many of these are generated by the national component and by the Knowledge Communities. Credential Many of the diaries were filled with examples of the use of the AIA identity hats, pins, business cards, luggage tags, even commemorative stamps and plates. 7

9 But, the most telling observation is that everyone left out major programs never the same ones. It was almost always necessary to prompt for some obvious touch points (design awards, lobbying activities, even CES). The AIA is so pervasive that it s easy to overlook much of the contact and value. AIA Member, Chicago 8

10 External perceptions Stories about the perception of the AIA among external audiences were almost always about personal relationships with others-- between members and clients, between members and non-members, between staff and partners, between members and policymakers, etc. Outside of the industry, the acronym AIA is not known or understood. Members and staff often use the full name instead of the initials. The American Institute of Architects carries instant respect and credibility. There is no understanding of any differentiation between members and non-members. The perception of the AIA is directly related to the individual s perception of architects. Within the industry, the AIA is respected and sometimes feared. It is simply the collective voice of architects and the gateway to architects as a market. For students, the AIA represents their future in the profession--from a practice perspective. Students want the AIA to be more powerful voice for good design. They know practice issues are important, but their real passion at this stage in their lives is for great design. For architectural design faculty, the AIA is irrelevant. While practice faculty use AIA materials and understand the role, design faculty sees the AIA as irrelevant to their topic area. The AIA is seen to be about practice, not about design Partners see the AIA as the gateway to a lucrative market. There is no real perception of the AIA as anything separate from architects. Their view of the AIA is simply as a way to tap into the spending that architects influence or control. Clients prefer to work with AIA member architects. 2/3 of clients say they would choose an AIA member over a non-member. But, there is little understanding of the meaning of the AIA designation. It is often seen as a synonym for licensure. 9

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12 Pride For members and for the AIA staff (local, state, national) there is great pride in their association with the work of the profession. When asked what they are proudest of, staff almost always talks about the impact that architects have on the community and lives of individual people. Members are proud of their association with others who do good work. These are the words used by members to describe the brand, listed in order of frequency. Current attributes of the AIA brand Professional Connections/Opportunities Expensive Educated Boys club Political/Bureaucratic Credible Conservative Elite Documents Prestige Creative During this exercise, participants often move back and forth between a view of the AIA as national and their strong relationship with the local component. The brand can feel schizophrenic in that respect where local is inclusive, open and effective and national is elitist, exclusive and bureaucratic. The use of a pejorative like Boys Club is unusual in these kinds of exercises and generally indicates a deep-seated concern. 11

13 Personification Exercises We conducted personification exercises, where the participants were asked to describe the AIA as a person. The composite picture of the person is as follows: Male Involved White Educated Urban Divorced Rich (or wants to appear rich) Works a LOT/Dedicated/Never sees his family Good neighbor Detail oriented Artsy Almost all descriptions had a conservative, professional, corporate, older center to them. But, there was a good heart underneath. The person was involved, but not always effective. And, each description included some sort of reference to the artistic side of the brand, perhaps a touch in the way the person dressed (cool glasses). The description of divorced was related This to the sense of deep engagement in photo represents the work, leaving little time for family. a composite image of the brand today a serious issue when we put it in the context of today s diverse group of architecture students, half of whom are women. 12

14 Through a culture of innovation, the American Institute of Architects empowers its members and inspires the creation of a better built environment. Aligning the Institute for the Millenium (AIM)

15 Reaction to the AIM Vision In each group we showed the AIM vision statement and asked for reactions. While the Vision statement was developed in the context of the larger AIM report, it is often used alone in communication with members and others. This was a turning point in the discussion in each group. Prior to showing the AIM Vision, the AIA was referred to as we. After exposure, the AIA became they, that is, people in Washington or on the Board, somehow separate from the membership. The overwhelming consensus is that the intent is noble and worth striving for, but the statement is flawed in important ways. Who is the AIA? The statement is written as though the AIA were something separate from the members. There was strong objection to the idea that a group of faceless people at national were the source of innovation, empowerment and inspiration. The reactions were strong and emotional. In their view, members are the innovators, and members are inspired by their own muse. It misses the most important value of the AIA coming together. The strongest role the AIA plays in the lives of members is to be a place where they can come together, enjoy each other s company, learn from each other, and band together to accomplish things they cannot do alone. It is not clear about two key values providing a strong voice and being a place for learning. After some discussion, they could see that empowering might be related to learning, but wanted it to be more explicit. And they need a stronger connection of the power of the collective voice as a way to work toward a better built environment. Despite their criticisms, there was strong and almost universal agreement that having a mission focused on the larger role of architects in society was important. Most members do not want an association solely focused on the welfare of architects. 14

16 The importance of knowledge There was very strong support for the importance of knowledge and learning as a core value of the brand. And, there is strong recognition of the important role that the AIA has played in the development of continuing education requirements and programs. But, they do not see the AIA as a source of knowledge. It s not a real institute like NIH or MIT that does its own research. But it is a facilitator of knowledge sharing among members and between members and other sources (including the academy). It is not The American Institute of Architecture, but rather The American Institute of Architects. A community needs a It should come as no surprise that We saw a similar place physical place is important to the relationship with the AIA brand. In communities where the AIA has a visible or well-trafficked component office site, the relationship with members is noticeably stronger. It is as if the office serves as a home. The same observation can be made about the strength of AIAS chapters where there is a gathering place, there is a stronger connection. Visits to the national headquarters in Washington elicit similar reactions. Those who have been to Grassroots or had other occasion to visit, often report a strong sense of connection and much greater understanding of the work that is being performed. pattern in the relationship between schools of architecture (including AIAS chapters) and AIA components. In urban markets where there is an active AIA component, the relationship with the school and students is likely to be stronger than where the school is isolated from an active, staffed local component. Faculty who had been in different settings reported noticeable differences. 15

17 The future of the AIA We asked each participant to choose from a set of photographs and to use one or more to tell a story about the future of the AIA. There were two photos chosen most often that represent the desired vision of the future. knowledge This photo represents architects of different ages and backgrounds coming together to share their passion, to learn from each other, and very importantly to pass along the values and understanding of the profession from generation to generation. advocacy This represents the potential power of the AIA to influence society in a bigger way. It also represents the impact of the collective voice of architects that individuals cannot have alone. community 16

18 Coming Together The most important value for members is the simple act of coming together. Architects like to be with other architects. They share a common culture, language and passion. They believe they are different from people in other professions and that they are not well understood or appreciated by others. The AIA serves to provide emotional and professional support. Coming together is not just a social value. They come together to learn from each other (not from The Institute ). They come together to have a voice for themselves and to make an impact in their communities. Themes from the research/exploration phase Pride There is enormous pride in the work of the profession, both by members and by staff. And, there is great pride in the heritage and permanence of the AIA. Many members believe that the ability to survive and adapt over 150 years is a great accomplishment in itself. 17

19 It s all about what happens in local communities and communities of interest While there are many things that can best be accomplished on a national level, the real power and connection are at the local component level and in communities that share a common interest (PIA s, forums). National is often remote and doesn t look like me. There are many, many great things happening in local communities that don t seem to be shared. The local and knowledge communities look and feel different from national and from each other. The AIA is a knowledge facilitator, not a knowledge creator Members do not see the AIA in itself as a source of knowledge. They believe knowledge comes from members, the academy, product developers, researchers, etc. They do see the AIA as a place where knowledge can be shared and learning can take place. AIA is a powerful credential Members who don t have the authority of their own reputation or their firm s brand turn to the AIA brand to validate their professional status. Vendors and others see the AIA as the gateway to the architect market. Policymakers and regulators see the AIA as a credible source of information. AIA means architect The perception of the AIA is inextricably linked to the perception of architects. Clients, policymakers and vendor/partners do not understand or care about the differentiation between members and non-members. Three AIAs Members connections with the AIA take three essential forms local/state, national, and communities of interest. Their experience with each is likely to be quite different. Each holds different levels of importance for each member. For members of the Academy of Architecture for Health or the Committee on the Environment or the Large Firm Roundtable (itself a community of interest) or the Young Architects Forum, that relationship may be stronger than one with a local component or with national programs. Often they are seen as three different relationships, barely connected, even though they are all part of the AIA brand. 18

20 Programming The brand advisory committee worked with the results of the research and exploration phase in the manner of a community design project to approach the AIA brand as if we were designing an experience for each of the constituents of the community members (large and small firm, non-traditional practice, associates), students and interns, clients and policy makers. Community Design Concepts The work of the committee included the creation of community design concepts. A community built around a town square, large enough to bring everyone together, but with smaller gathering places within. The square is surrounded by all of the things the community needs learning center, youth support, communications organizations, places to buy tools, etc. A community centered on individual members, joining together in ever changing groups, able to meet their needs by moving into centers that bring together all of the resources of the community and connect them to resources outside the community. A community built around a shared body of knowledge, open to the public and to which the community contributes as well as takes. That knowledge can nourish surrounding communities as water evaporates and condenses as rain. 19

21 Themes The platform design is based on four themes that emerged from the work of the committee The AIA is architects Not, the AIA serves architects. This is a community in every sense, with shared beliefs, values, obligations and responsibilities. The AIA in all its forms is not something separate from the members, but a community of the members. Needs-centric, not structure-centric Currently the organization presents multiple faces (national, state, local, knowledge communities) to each of the members and other constituents. The desired organization would be one where any member or constituent could approach the organization around a specific topic or issue and have access to all of the support and knowledge available from all parts of the community. Recognize all communities of interest The connection with communities of interest (knowledge communities, forums) is often as strong or stronger than the connection with geographically based components or national. Those connections need to be recognized as having the same importance as those with the traditional organizational building blocks. Perceptions are formed early The future of the community is entirely dependent upon its relevance and appeal to the emerging members of the profession. Their first impression is likely to last a long time. It is critical to address the issues that are important to young professionals and to create an environment where they are welcome and valued. 20

22 Brand platform draft Brand Essence The idea of community and collective is central to both members and those with whom architects act. At the core of the brand is a simple idea. The AIA is the community of architects, coming together to accomplish things that no single architect can do alone. The platform is expressed through a visual presentation of all its elements. Think of the brand itself as located at the center, with the constituents around the outside. At the core is the essence of the brand. Think about a brand as a person. Each of us has an essence of who we are at our core. We may take on different positions in different parts of our life, but our core values and who we are is always the same. Powerful brands are built on consistent adherence to those values. In the next ring is our aim what we want to achieve as a brand, and the substantiators the facts that allow us to achieve our aim. Around the outside, closest to our constituents, are our characteristics or personality--at the bottom of the circle. On the right shoulder, we describe how interacting with the brand should feel. And on the left shoulder, we list actions--the things we do to make the brand experience real for our constituents. The brand aim for the AIA is written to express the sense of community ( helping each other), to state the purpose of the community ( create better places for people to live, work and play) and to define the three ways in which the community achieves its goals ( building a supportive, welcoming healthy profession, sharing knowledge and experience about practice and design, and extending the influence of the values of the profession). 21

23 How the AIA demonstrates commitment: How it makes me feel: Public outreach Expanded mentoring efforts Leadership development Partnerships with industry leaders Effective government relations Celebration of excellence in design 70,000 members 150 years 300 community organizations 35+ communities of interest Needs-centric content/service delivery Investment in knowledge sharing Brand Aim Energized To help each other create better places for people to live, work and play by: building a supportive, welcoming, healthy profession; sharing knowledge and experience; and extending the influence of the values of the profession. Brand Essence The community of architects Facilitator of architectural knowledge sharing Source of practice tools Substantiators Brand Characteristics Professional, Collaberative, Knowledgeable, Effective, Visionary, Diverse Inspired Capable Informed Thousands of gatherings Awards for design excellence AIA Convention Established CE program and requirements National, state, local, advocacy successes Aware of larger issues Like I can make a difference Connected Acknowledged/ Valued Powerful Well-represented Respected Supported Enriched Proud Brand Platform 22

24 The desired brand characteristics are in contrast to the current attributes: Today Professional Connections/opportunities Expensive Educated Boys club Political/bureaucratic Future Professional Collaborative Knowledgeable Effective Visionary Diverse Community Responsibility If AIA is truly a community, then it is incumbent upon each member and each smaller community to ask not only what they get from AIA, but also ask what they contribute to AIA. 23

25 Manifesto In an effort to capture the spirit of the brand, we have created a draft statement for review and feedback from the membership. It is in both long and shortened forms: As architects we are individuals, each true to our own inspiration, driven to use our talent and training to do great work. But we are joined by a shared purpose to help create better places for people to live, work, and play. While we treasure and protect our independence, each of us has needs that are best met by joining with other architects one-on-one, in local settings, around areas of common interest, or as a unified national and international voice. Nearly 150 years ago, a group of architects recognized this need and came together to serve the profession and society. As a member of The American Institute of Architects, you are a part of that community, with a connection to all past, current, and future architects. Our aim is to help each other put our talents to work to create better places for people. Community We create opportunities for all architects to connect with each other, to share experiences, and to celebrate great work in local and regional communities, at national and international gatherings, and around common interests. We welcome and support all future members of the profession. And, we build relationships with others who participate in creating the built environment. Knowledge We add to and facilitate sharing of knowledge about design and practice through continuing education, knowledge communities, investment in research, and development of practice tools and standards. Advocacy We give voice to our shared values as architects in order to influence the shape of our neighborhoods and our world and to ensure the future health of our profession through action and communication at the local, state and national levels. As members, we choose how we interact with other architects and the resources that have been developed. We can simply share in the accumulated knowledge through continuing education and access to practice tools. Or, we may elect to become fully engaged in an issue or area of interest locally or nationally. We are each a beneficiary of the support of the community, and we share an obligation to support each other and the profession in pursuit of our common values. 24

26 Recap of Methodology Appendix The research project consisted of two methodologies: 18 small-group discussions with members and others National Staff 3 Groups Washington, DC CACE 2 Groups Grassroots, Convention Educators 1 Group ACSA in Louisville Students 2 Groups Berkeley, Philadelphia Members 10 Groups Total Elected Leaders 1 Group Grassroots Associates 1 Group Baltimore Cross-section 5 Groups Louisville, Houston, Seattle, San Jose, San Diego Non-traditional practice 1 Group Convention PIA Involved 1 Group Convention Large Firm Leaders 1 Group Boston 40 Brand Journal exercises were completed by members and staff. 25

27 Brand Advisory Committee Wilson Pollack, FAIA Ana Guerra, Assoc. AIA Janet Pike, Hon. AIA Ted Smith, FAIA Jeanine Gunderson, Assoc. AIA Jerome Filer, FAIA Hal Munger, AIA Beverly Hauschild-Baron, Hon. AIA Rebecca Swanston, AIA Norman Koonce, FAIA Chuck Hamlin Barb Sido, CAE Elizabeth Casquiero, AIA Helene Dreiling, FAIA 26

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