Can David work with Goliath? Large and small practice collaboration.

The combination of large and small studios can fuse agile thinkers with well-established deliverers - and the shortlist of teams shortlisted for Thamesmead Waterfront suggests its developers agree, writes Dennis Austin

Throughout my career I have been involved in many large/small practice collaborations for various building types located in different cities.  For a most, I led the project for large practices and selected the smaller partner.  But since co-founding my own practice 5 years ago, I now am the “David” partnering with friendly “Goliaths” and have come to understand the nuances of collaborating from both sides.

Successful collaborations between large and small practices benefit the profession and society as a whole through the mix of cultures and talent pools.  For example, Glasgow-based New Practice are the eyes and ears to Gensler’s Barclays European Headquarters, while the We Made That - Hawkins/Brown collaboration on the Victoria Road and Old Oak Lane area masterplan shaped a rethink of the new local plan.

This shortlist of teams for the Thamesmead Waterfront announced this month demonstrates creative team-building, pairing small agile thinkers with well-established deliverers. It signifies the confidence that its developers, Peabody and Lendlease, have in the small/large collaborations.

 It is encouraging to see Jas Bhalla Architects, Public Works, ZCD Architects, Marc Koehler Architects, Studio Weave and JA Projects in the starting blocks waiting to partner with Allies and Morrison, Studio Egret West White and Arkitekter.

Some may take a cynical stance to the idea that the large Goliath will play nicely with the David. Others might label the small practices’ inclusion as tokenism and part of large practices’ strategy to bring projects through the door.  Whether this will be true of Thamesmead Waterfront is yet to be seen, but what is clear is that a platform of access for non-traditional practices is required.

Society is seeking a change to a more even distribution on who shapes the built environment. This is an important test for our profession and will reflect on how we value; inclusivity, diversity and collaboration. Such collaborations need to be authentic, lasting and meaningful. 

To my fellow small practices, I would say: take your place at the table. We deserve it and we’ve earned the opportunity to have our talents realised. To my former fellow larger practices, I would say: your relevance is amplified when you lead by example. The drive to develop skill-sets need not be limited to your own internal resources.

A successful collaboration can be magical. Roles are blurred, talent is nurtured and relationships are born out of a common drive to do one’s best.  From my own practice’s experience working with Grimshaw and others, I have found that collaborations permit a wider exploration of what we do as architects and give the studio’s younger members access to professional cross pollination.  It is an amazing sight to see - and a joy to participate in.

These are my tips for successful collaboration:

Select your partner cautiously

For a small practice, ensure your proposed role is clear and one you are good at and enjoy doing. As a small practice you are light and agile and have much to bring to the collaboration.

Communication is key

Collaboration requires organisation through organigrams and team resource diagrams. These are important communication tools and will shape the next three to 12 years of your studio. Such documents can highlight shortfalls in project organisation to your client. Identify how disputes between practices are to be resolved – because there will be disputes.

Workflow

Create a matrix of roles and responsibilities indicating clear decision making on all topics. Intentionally cross-populate the practice’s resources within the same sub-team; a good mix of minds will breed a dynamic work environment. Ensure there is no duplication of work, nor conflicting design directions. A presentation of contradicting information will likely lead your client to question whether they selected the right team.