project06:Frontpage

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Project 6

author(s):Andrew Gooden

THE PROBLEM:

Forever at the mercy of economic forces and ongoing technological development and innovation, the construction industry is in a constant state of change. Within this turbulent environment, the role of the architect seems to evade definition. This is because the role of the architect varies from one project to another, as well as more generally over time. And yet, one factor seems consistent across all the common procurement methods; architects always remain on the supply side. The construction industry has therefore become a buyers’ market. Architects are often forced to take on substantial risk by investing time and money in competing with each other to ‘win’ a commission. This is particularly true in times of recession, when architecture firms may struggle to find work through more traditional avenues (i.e. outside of competitions).

Project 6 proposes that architecture can, and should, take on a more prominent role within the construction industry. The contention is that architects are currently largely passive slaves to buyers (i.e. clients) This makes them vulnerable. In order to overcome this and create a more promising future for the profession, architects need to become more active in creating demand for building and design.

At the time of writing, there are 36 potential projects, all of which have something in common; there is no client. This fact affords the designers a lot of freedom as it implies that he/she is free to invent a brief which aligns with his/her own agenda. This freedom comes at a price though as, without a client, the projects will only ever exist on paper. But if a solid case is put forward as to why the project/s should exist, is it not conceivable that demand (i.e. clients) could be ‘created’ and, ultimately, the project/s procured?

A POSSIBLE SOLUTION:

Project 6 proposes a marketing campaign in three stages…

STAGE 1: This will aim to convince all 36 designers that they should incorporate their individual designs into a grand scale organisational system, namely The Brain Project. A sample is included in the banner at the top of this page.

STAGE 2: This will consider the range of potential clients. It will aim to procure clients by suggesting that a) the RDM area has the potential to generate substantial economic returns and b) that (at least some of) the designs proposed by the group of 36 students are viable means by which these economic returns could be attained.

STAGE 3: This will be a scheme aimed at the public, to convince them that the RDM area is actually worth visiting. This could run in parallel to Stage 2.

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