Why Does an Architectural Firm Need R&D?

Larsen: “The R&D exercise enables us to use the diversity of our work and our staff to cross-pollinate, see a different perspective, and realize fresh, unique solutions to meaningful architectural and design challenges.”

IRVINE, CA— MVE + Partners Inc. ‘s innovative R&D program helps the design team avoid stagnation and lack of creativity, and it allows them to see the industry from a different perspective, principal Jeff Larsen tells GlobeSt.com. We spoke exclusively with Larsen—who is leading the R&D initiative within the architecture, design and planning firm—about the program, the impetus behind it and what he expects the outcome to be. GlobeSt: What is going on in the multifamily industry that makes an R&D program a good idea? Larsen: Competition, plain and simple. Architectural firms cannot afford to operate with a “business as usual” mindset. We must continually find ways to stay fresh and further strengthen our capabilities to remain relevant. With the pace of development, it’s easy to get caught up with just solving what is in front of you. However, that can lead to design stagnation and lack of creativity. We have a saying around our office, “Hey, boys and girls, roll down the window and take a look outside at what others are doing!” That motivates our team to avoid getting stuck in a silo and drives them to gain knowledge of what is going on in the industry, which they use to inform new or purposely different ideas that take a design to the next level. The R&D exercise enables us to use the diversity of our work and our staff to cross-pollinate, see a different perspective, and realize fresh, unique solutions to meaningful architectural and design challenges. GlobeSt: What are the expected outcomes from the R&D initiative? Larsen: Everyone at the firm is a part of our R&D initiative. We utilize resources and talent from our different departments for each project, whether the task is to improve building densities, create an artful design solution or discover new advances in our Building Information Management technology . The expected outcomes for our firm are discovery, innovation and implementation. Discovery is achieved through a process where we assemble multiple one- or two-person teams that initially work independently on a programmed problem. Each team then comes together to share its progress and initial concepts with the other teams. This interaction involves presentation of creative ideas and graphic techniques, which—in turn—promotes healthy competition among all participants. Through group critique and feedback, each team refines its work and strengthens its proposal. In the end, the outcome is an innovative idea or group of ideas and applications that can be implemented into existing or upcoming projects. On a recent project, for example, we transformed a common interior corridor and added a stairway to open the space up to a two-story meeting place. The design resulted in a space that visually and physically connected neighbors through chance meetings and interactions, building a more socially connected community. GlobeSt: As a firm, what kind of commitment of resources have you made to this initiative? Larsen: For some assignments, it can be a short charrette or development of a new concept unbridled by normal constraints that is realized by two or three people within a few days. Other more ambitious exercises have been composed of as many as five teams, totaling eight individuals and hundreds of hours of work. From this type of exercise, the teams develop five unique solutions that are fully rendered to presentation quality. In these busy design and development times, the R&D effort does not happen easily. Our talented staff goes above and beyond to work these exercises into their busy schedules. Essential to the formation of teams is encouraging a “divide and conquer” mentality that creates efficiencies and allows people to lean on each other to achieve more. GlobeSt: What has the R&D program produced thus far? Larsen: There have been numerous benefits to the continued advancement of our work. A recent example was a self-governed program to explore what housing for Google employees might look like. The research was very interesting and the conclusions even more innovative. Inspirations for this Google housing campus ranged from Jacob’s Ladder to a “Seinfeld” episode and everything in between. Our solutions blended excellent student housing with high-end luxury housing that resulted in a common theme that we called the “social corridor.” Different levels of informality, interaction and privacy led to applications that pair well with specific target demographics. This generated a renewed focus on contextual design with a hospitality -style living experience and socially interactive community spaces. GlobeSt: What has been the industry’s response? Larsen: We presented our concepts to senior management teams of companies with which we currently work. They were blown away by the thoughtfulness of the designs and were entertained by the presentation. The most positive response has been seeing the actual implementation of some of the concepts into projects that are currently in development . GlobeSt: Is there anything else about this R&D effort or what renters/developers desire on which you’d like to comment? Larsen: An unexpected outcome of this effort has been the professional growth benefits that come from teammates mentoring each other and the comradery of working closely on personally vested creations. There is deep satisfaction in exercising our design muscles and giving shape to an innovative new concept. Ultimately, our clients benefit from innovation through design that offers custom-fit amenities, leading-edge technology that promotes mobility, inspired shared spaces and clear connections to the surrounding community that meet the needs of today’s high‑expectation renters. Our next R&D effort will explore a fresh approach to modern office space.