For most businesses, growth involves producing more of the same. Yes, sales techniques evolve but, essentially, it's just a question of pressing the button and producing enough goods fast enough to meet demand. But for architects, the similarities between small and large businesses barely exist. They work for completely different clients, who demand completely different products and services; they procure, work on and deliver jobs in different ways. In fact, it would be almost perverse to suggest starting in a small practice if your ambition is to run a large practice - or vice versa. Last year's RIBA business benchmarking survey brought this duality into sharp focus.
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