In the history of a complex and long-lived firm like SOM (Skidmore, Owings and Merrill, founded 1936) it is often difficult to know when to freeze the frame, hold the view long enough to register meaningful change. Now seems one such moment. The period between the development of a critical public organ, the SOM Journal (2001, see pp. 26-27) and the adoption of the "ethos" values by the partners (2013) marks a refocusing after a period of comparative drift when buffeted by fate - going back more than two decades - the firm was happy at some moments just to survive. The SOM of the 21st century is taking active steps to control its future: enunciating principles, outlining core values, engaging in open self-criticism, focusing its diverse strengths.
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