case studies: blanchette mckinney

Thinking as an Institution

Firm Organization, Adaptation and Longevity

By Hope Blanchette and Brad McKinney

Shepley Bulfinch Marketing Postcard1

Thinking as a Lasting Institution 2

Table of Contents Abstract 3 Preface 4 Learning Objectives 5 Introduction 6 Firm Overview 7 Perspectives 9 Investigation

A. Re-Organizing Firm Hierarchy into an Effective Business Model 10

B. Thinking like Businessmen, not Architects 14

C. Thinking with the Future in Mind 17

D. Maintaining Relationships 19

E. History + Reputation vs. Future + Innovation 21

Conclusion 25 Citations 26 About the Authors 27 Website Information 28


Abstract No single decision can directly be linked to the success of a firm or corporation. An institution prevails

because of a series of decisions made in order to ensure longevity through an anticipation of change. Our

architectural firm of study has overcome a variety of obstacles which all companies must face, including

business cycle fluctuations, rotating clientele, management transitions and technology innovations. This

firm has sustained a series of transformations over the past 125 years and is continuing to improve and

position themselves for the future. Shepley Bulfinch is a prime example for study because they have the

perspective and mindset for future success, they have developed strategies for maneuvering upcoming

obstacles and for their continued prevalence in the Boston market.


Preface We would like to thank all those at Shepley Bulfinch who have helped us during our research on this project. Without their assistance, our aspirations to make NUcase a critical platform for architectural and design practice issues would not have been possible. Thank you for helping us push forward the realization of our efforts. To the reader: We have decided to keep part of this case study anonymous as we feel the names aren’t important. This case study looks to uncover issues, practices and solutions. It is not about who the important people are, but rather about what the members of the firm are doing.


Learning Objectives

The objective of this case study is to act as a guide of business practices involved in running a successful

architecture firm, concluded from an investigation of a nationally recognized firm with an institutional

longevity of practice and operations.

How does a firm....

become a lasting institution adjust and adapt practices as needed separate one’s history and future incorporate design principles into firm mentality at various levels plan for the future position oneself in order to succeed fiscally as an enterprise generate the best corporate structure generate a more productive and flexible workforce operate like a business maintain relationships over time


Introduction

What is an Institution?

Institution: noun.

1. an organization, establishment, foundation, society, or the like, devoted to the promotion of a

particular cause or program, especially one of a public, educational, or charitable character.

2. the building devoted to such work.

6. any familiar, long-established person, thing, or practice; fixture.

7. the act of instituting or setting up; establishment: the institution of laws. 2

Institutions are the backbones of civic societies influencing the lives of generations of people. Being

known for their longevity and ability to navigate varying economic cycles through time, solidifies their roles

as cornerstones of public life and economic spheres. Successful institutions are characterized by their

flexibility and perspective that guides them as an entity through business cycles, social progress and

political reform. Institutions provide an encompassing organization for a wide array of individuals all

working towards a common goal.

Decisions made on behalf of these people can have wide ranging effects; therefore it is essential that a

long term mindset be held in order to cultivate the nourishment of the institution. The decisions made at

the leadership level of the institution become the guiding force behind the reflexes and agility of the entity.

Understanding the effects and ramifications of decision making processes in terms of responsibility of the

welfare and longevity of the institution in practice, is pivotal in determining forces that shape the economic

plan of the institution. This study aims to uncover aspects of these elements in order to gain a higher

understanding of the decision-making processes at an institutional level.

Our research has focused around a large Boston firm that has a well known pedigree and notable

portfolio. The firm has a substantial repetitive client-base and is a forerunner in its field of expertise. This

firm has undergone many corporate structure adaptations since its initial founding in order to remain a

flexible and competitive entity. The decision-making processes enacted by the leaders of this firm-

institution have led this particular example through economic hardships and laid the foundation for

prospects in the future.

http://dictionary.reference.com/browse/the

http://dictionary.reference.com/browse/act


Firm Overview

Shepley Bulfinch, Inc.

Location: Boston, Massachusetts; Phoenix, Arizona

Total Years of Operation: 137 years (since 1874)

Services: Full Service; Architecture; Planning; Interior Design; Renovation; Programming;

Design Research; Graphic Design; Sustainable Design; Building Science; Visualization

Stance:

Mission: To be leaders in the architecture profession, advancing our clients' visions and bettering

the human experience through exceptional design.

Vision: To be noted for excellence in design and delivery by: delivering thoughtful, innovative design

solutions challenging ourselves and our clients to explore the transformative qualities of

design partnering with clients who are thought leaders and who share our appetite for

innovation.

Values: A belief in the power of design; A passion for design excellence; A commitment to a culture

of inquiry; A spirit of collaboration; A tradition of innovation.3

Brief History:

Shepley Bulfinch was founded by Henry Hobson Richardson in 1874. It is now one of the “longest

continuously practicing architectural firms in the nation” and the oldest firm in Boston, MA.3 It is a national

practice that provides a variety of architectural and planning services. Shepley Bulfinch employs

approximately 135 people between their Boston and their new location in Phoenix, Arizona.

Originally operating as a partnership firm, Shepley Bulfinch shifted to an incorporated, employee-owned

and operated architectural firm in 1972. A board of directors was formed to provide a forum for strategy

decisions functioning alongside an operational team consisting of the President, CFO and COO. The firm

prides itself on bringing its “vision of innovation and legacy of design excellence” into their work and has

received countless awards recognizing their expertise in such fields as sustainability, building envelope

design, historic preservation and restoration/renovation.3

Today, the firm’s primary office is located in the up and coming Seaport District in one of their own

building designs. Their office has been designed to add efficiency to their intra-office operations. The firm

primarily focuses in the health-care and educational design fields. Over 50% of their working is in the

health-care industry and 70% of their work is with repeat clients that the company has maintained

relationships with over its long history.5


Break-down of Project Types and Clientele


Perspectives

Shepley Bulfinch Employees Interviewed

This case study is written with the insight of three Shepley Bulfinch employees in a few interviews. The

three people we chose to interview were the Firm’s Archivist (1981), the firm’s Communication Manager

(2007), and the C.O.O./Managing Principal of the company (2005). While their experiences at Shepley

Bulfinch may be varied, the mindset of the firm that we have discussed today holds true for all three of

them.

As the most tenured of the three and through his unique position, the archivist has a privileged

perspective of the firm. He knows the firm’s history, has seen hundreds of projects and is continuing to

see the work the firm produces each year. He is an employee who is completely concerned with the past

and the history of the firm, but for modern reasons. He makes an effort to show each new employee the

firm’s archives to make them realize the firm’s elaborate history and know there is a lot of inspiration to

gain from looking at the past. While the archivist may focus upon the past, he is able to see things with a

larger lens, visualizing economic cycles, understanding the ramifications of various firm events and

understanding the firm as a constantly evolving entity.

The Communications Manager was brought on in the 2000’s in order to streamline the way the firm was

talked about and represented in the public eye. Her role was crucial following the re-branding of the firm’s

identity and its’ separation the past. Her job is focused more on the current times and how the firm is

being represented today.

The C.O.O., or Managing Principal, was brought on in 2005 with the purpose of improving the business

and financial planning aspect of the firm. His experience in business and consulting was critical in the

improvement of the firm and its’ true transition to a modern business. His insight and expertise have really

pushed the firm into thinking for the future.


Investigation

A. Re-Organizing Firm Hierarchy into an Effective Business Model

Any lasting business entity owes its success to an effective leadership structure. Typically, architecture

firms are led by a single person or group of principals that act as partners and make all of the business

decisions for the firm. Shepley Bulfinch has set itself apart from other architecture firms by evolving its

leadership and ownership structure by thinking about this hierarchy with a business perspective for the

future.

In order to re-organize the firm’s structure into an effective business model, Shepley Bulfinch:

Transitioned to a board-run incorporation

Separated operational and strategic roles within leadership positions

Streamlined the chain of command

Firm Ownership: Family Owned Practice > Modern Incorporation

Shepley Bulfinch has a rich history of family ownership, transitioning a number of times since its’

beginning as H.H. Richardson’s studio.

Project Team Organization: H.H. Richardson’s Studio


The first transition to Shepley Rutan and Coolidge in 1886 started this tradition for the family, as

George Shepley was Richardson’s son-in-law and Charles Coolidge was Shepley’s brother-in-

law. Following two more transitions from Coolidge and Shattuck to Coolidge Shepley Bulfinch and

Abbott, the firm would acquire its final group of family owners and become known as Shepley

Bulfinch Richardson and Abbott in 1952.6

Project Team Organization: Addition of Administrative Staff

The boom of consumer versus provider responsibility lawsuits in the 1970’s encouraged a crucial structural change for SBRA, from a “family-run partnership to a modern corporation.”

6 Upon

recommendation of the firm’s legal advisers, the current partners were replaced with a Board of Directors composed of the firm’s principals. In 1987, the firm elected its first Corporate President, the first time there would be no Shepley, Richardson or Coolidge family member as an owner in the firm.

6

The most important structural change occurred in 1991 when the Board of Directors downsized

from an inefficient 21-Principal Board to one with only 5 Principals and 3 outside advisers.

Firm Organization: “21-Principal Board”


While this decision was not a unanimous one, they were able to compromise by requiring that all

decisions be approved by 4 out of 5 Board members, alleviating the concerns of the many

principals who were not on the Board.7

Decision Making Process: Board vs. “Dynamic Trio”

The new Board of Directors transitioned to a strictly strategic function, “evaluating the firm’s

destiny” and questioning “what is Shepley Bulfinch going to look like in the future.”7 While all of

the Principals and leaders in the firm are making decisions, the Board is thinking about the future

and direction of the firm.

The operational duties of the firm now rest with the President, Chief Operating Officer (Managing

Principal) and Chief Financial Officer. While the Board had previously maintained the budget, this

responsibility now rests with the new C.F.O. position. The President and C.O.O. “primarily run the

show at Shepley Bulfinch, working well as a team and balancing one another out.”7 The President

has a unique legacy at the firm as she started working there in her days as a BAC student and

was elected as the firm’s first woman President in 2004. The C.O.O has a business degree, in

addition to an Architecture degree that he earned after working in business operations for 20

years. His experience and mindset has significantly advanced the firm to a more business-

focused operation.7

The Board of Directors and Operational Officers act as separate entities with specific roles and

objectives. For instance, the Board did not play an active role in the decision to acquire the

Phoenix studio.

Streamlining the Chain of Command

Shepley Bulfinch’s transitions from family-owned practice to incorporation, from partners to

Board-operated, from 21-person to 5-person Board and from integration to a separation of

strategy and operations are all a part of the larger process of streamlining of the chain of

command. The roles of leadership at Shepley Bulfinch are becoming more established with each

new phase and transition.

For many years before incorporation, the partners of the firm acted separately, as if they were

isolated entities with their own staff and offices. After the Board was established, it was

responsible for the strategic, operational and financial functions of the firm. The decision-making


process of the 21-principal Board was ineffective due to the independent nature and differing

perspectives of the acting principals.7 Shepley Bulfinch’s current structure is a successful

culmination and result of these previous structural changes, limiting power in some places,

transferring responsibilities between parties and more effectively organizing the inner functioning

of the firm.

Firm Organization: Current Structure


B. Thinking like Businessmen, not Architects

Architects generally possess amazing problem solving skills and an ability to synthesize large amounts of

information into a communicable form. Where they often face shortcomings is in the field of business

management. While larger companies have the capacity for a separate arm to tackle business

management issues, smaller companies have the potential to become distracted with everyday

operations related to design and lack time to successfully plan their operational expenses and invest in

their own success. The longevity of success is often determined by the business organization of a firm,

not the design success, although both are co-dependent on each other’s success.

There are several initiatives that any company can do to diversify its financial plan. In our examination of

Shepley Bulfinch, we were able to determine several in-house initiatives implemented by their leadership

that helped them overcome potential set-backs in their economic fortitude. Having the freedom and ability

to act and move financially when your business needs to expand is a vital virtue for any growing

company.

In order to transition the firm into acting like a business with a long-term perspective, Shepley Bulfinch

implemented a few initiatives that include:

Specializing in a particular field of work

Cutting costs

Efficiency planning

Specializing in a Field of Work

It is beneficial to match potential project jobs with the particular skill set of a company for obvious

reasons. Specialization is often standard for most companies, but with architecture, design

crossovers in different sectors are common. However, marketing yourself as a particular brand of

architecture has the potential to draw in clients who aim to use your particular skills. Some firms

have the luxury of turning down projects that are not relative to their expertise because it simply

does not fit in their portfolio, but others have a more inclusive approach to incoming projects.

As it stands today, Shepley Bulfinch specializes in the civic, educational and institutional sector

as well as their appraised research in building envelope technology.3

Their architectural focus

and position on incoming projects is a result of in-field experience through boom and bust periods


of the economy over their long-spanning history. During the Great Depression in the 1930’s, the

firm believed corporate architecture was too risky to invest in because of the boom/bust nature of

the commercial industry and decided to avoid such jobs.6 This resonated with the firm’s ideology

over several decades. Because of their focus in large scale institutional projects, they have had a

supportive lifeline of steady incoming work.

In the past, monster civic projects guided the firm through rough times. See Timeline. New York

Hospital in the 1930s; Northeastern in the 1960s; Harvard in the 1970s; all carried Shepley

Bulfinch through rough economic times.6 Institutional work is typically the most stable sector and

often weathers well in economic downturns. This was well and true through the 1990s and the

firm had little trouble obtaining work. However, with the current economic conditions there is proof

that specialization is not always a win-win situation and that firms must be willing to innovate their

marketing and willing to focus on various project types.

Currently, with changes in how institutional entities are structuring their debt and the potential

changes in the health-care system structure, institutional clients are behaving differently than they

once were. The institutional client now has more restrictions than earlier predecessors and is

looking more at the bottom line in projects under their direction. Shepley Bulfinch has recognized

the changing economic atmosphere and client behavior and has altered their approach for

potential new projects to be focused on ideas rather than previous relations. Cutting Costs

As with any financial endeavor, finding areas in operational expenses to trim cost is beneficial to

the overall machine. One endeavor Shepley Bulfinch embarked upon was diminishing its output

costs by finding ways to minimize their operational costs and maximize their profit. As a result, an

alternate solution to their transportation expenses was established.

As a large company with needs for reliable transportation between job sites and client meetings,

often at a moment's notice, having company cars was necessary. However, car lease, insurance

costs, fuel, maintenance and parking costs were beginning to eat away at the company’s

overhead. With Zipcar, they discovered a reliable way to get their employees to meetings and job

sites, while eliminating insurance and maintenance expenses. They gained other financial

benefits as well: "We've cut the time my people used to spend tracking expenses and managing

the company cars by 95%."7 This has become an easily available, cost-effective, and reliable way

of creating company transit.


Efficiency Planning

There are two types of efficiency organization: operational and logistical. Both of these elements

have a key presence in the way a company operates. Disorganization between intra-office

departments or inappropriate layout sequences can lead to communication pitfalls and

misappropriated worker time. As many architects can attest, location and how you operate within

a space is everything. Efficiently planning time and logistics can lead to better production

techniques and saved time. In our research, we uncovered two examples of how a company has

successfully mitigated around constraining logistical and time management issues.

Technical Assistance

Technical assistance issues often arise as team-members learn new software. Having a

“go-to” person provides a channel which team-members can use when complications

present themselves. Although this is useful to the party in need, this can be disruptive o

the parties responsible for giving advice. Small firm team-members often wear multiple

hats, so although a technology question could be a pressing affair, it will ultimately pull

resources away from another project.

One observation of technical assistance at Shepley Bulfinch is their approach to Revit-

inspired questions by team-members. They laid out a revolving non-verbal system

amongst Revit experts. Although comic, they use a simple character “Mighty Mouse” sign

to indicate who, amongst the group of Revit expert team-members is the “go to person” of

the day. This minimizes disruptions of multiple members throughout the day and provides

a streamlined form of communication to all firm members about who they can approach.5

Intra-Office Flexibility & Mobility


A major transition in firm culture at Shepley Bulfinch was due to its relocation to the Seaport District of Boston in 2006. This acted as huge makeover to the daily operations and team logistics of the entire firm, completely altering their spatial and communicative organization. This office relocation would facilitate team interaction, productivity, communication and learning. The transition from old space to the new well-designed space dramatically altered the surroundings of team-members and the leadership alike.

The old Ames Building office was broken up onto multiple floors and separate units. In the Seaport office, the entire staff would be located on the same floor, with an open plan concept of shared spaces and no offices, similar to H.H. Richardson’s original studio layout.

The new office was designed to be as open as possible, using few partition walls and avoiding the use of cubicles in order to encourage transparency and collaboration amongst team members. Flexibility was another important aspect of the new office layout. All of the furniture in the office is mobile, from desks to a video conferencing unit to file cabinets. This allows project teams to be grouped together and adjusted dependent on the workload of the firm. The new office has improved productivity and collaboration within the firm and represents their own designs for flexibility and adaptation.

8

C. Thinking with the Future in Mind: Financial Planning, Marketing and Investments

The fiscal operations of a business have a large role in the outcome of activities that the company is

participating in. Effectively planning ahead and seeing a longer term perspective of how a business will

grow over time can only prepare a company for the uncertainties of the future. The construction and

design industries respond to the natural economic business cycles with boom and bust periods of

prosperity. This unpredictable dynamic can cause disruptions in any field, but with architecture firms it

directly correlates with incoming work and the amount of staff needed to accomplish the tasks. There are

a number of ways to bring a company to a financial position in order to weather these cycles, although

there is no guaranteed method of application. A diversity of approaches is usually the design of choice

resulting in carefully devised plans in marketing and investments.

Shepley Bulfinch’s long-term perspective has led the firm to consider the following within their current

business practice:

expanding marketable presence

technology

mind investments


Expanding Marketable Presence

Businesses generally aim to expand where their work is in demand and expanding. Large

architecture firms tend to have multiple offices across the country, or even globally, expanding to

flourishing markets. Shepley Bulfinch had recognized a recent growth in the health-care industry

in the Southwest and Texas, leading to their strategic plan for expansion to the area. The projects

that Shepley Bulfinch was seeking in the Southwest required working with a local Associate Firm

and proving difficult to acquire.7

Rather than the less-effective method of moving employees to a studio across the country,

Shepley Bulfinch acquired a small, 5-person firm in Phoenix Arizona in 2009. Merzproject had

previously been named Architectural Record’s Design Vanguard Firm,5 but was suffering due to

the recent recession. While struggling, Merzproject was nimble and had “a lot of visibility in the

area and a compelling design voice. They had the perfect mix of a good design sensibility and a

prime geographic location.”7 This satellite office would now be known as Shepley Bulfinch

Phoenix, with the two previous principals now Shepley Bulfinch principals.

The addition of this firm was not a huge financial risk but is proving to be a success as the

Phoenix Studio has helped Shepley Bulfinch land two health-care clients in the region.

Merzproject had a different group of clients, followers and knowledge base that they can bring to

the table. Shepley Bulfinch has welcomed the “enthusiastic young additions to the staff”7

and is

benefiting from the more creative architectural climate of Arizona.

Technology

Technology is the unfortunate crutch in which our society currently leans upon. Its ever-changing

persona requires a quick turnaround on learning curves in order to maintain a steady output of

work-production. Having up to date software and systems is key to keeping up with the pace of

the consumer and design market and can provide efficient shortcuts to usually daunting tasks or

procedures. Investing in technology benefits the firm by leading to better designs and improved

time management while minimizing the risk of technological failure or obsoleteness.

One technological advancement that Shepley Bulfinch integrated into their practice and

operations is digital communication. They utilize video conferencing as a main tool to

communicate with their Phoenix office and clients, which negates traveling costs and increases


the communication flow between offices and individuals. Shepley Bulfinch is also willing to invest

in updating and maintaining their computer operating systems, the most recent upgrade was an

upgrade of two levels. The firm also keeps up with cutting edge software trends as they were

previously using Microstation but have transitioned everyone to Revit three years ago.

Mind Investments

Not all investments are fiscal or material. Some investments are linked to brain-power and man-

power. Firms approach hiring with different strategies relative their needs. One method of

retaining new ideas and unspoiled perspectives is hiring fresh minds. Who one hires determines

the base in which a company stands. Surrounding yourself with young brilliance equals young

brilliance.

There have been many instances throughout Shepley Bulfinch’s history where serious

consideration and thought were put into training and cultivating the future leaders of the firm. H.H.

Richardson died at a young age, leaving three young successors to take over the firm.6 For many

years, the firm would not hire recent graduates and would only hire architects with 10+ years of

experience. This created a group at the junior level who were treated more as administrative staff

rather than for their fresh, new perspective on practice. The firm has since realized the

opportunities that young professionals and recent graduates provide. The leaders recognize the

importance of growing the firm, thinking ahead and preparing the future leaders of the firm.

Shepley Bulfinch now looks to attract young, talented, forward-thinking designers with great

potential.7 The firm is finally taking full-advantage of these young designers as they are given

more responsibility and authority. One such example of a young “up-and-comer” is the Principal

from the Phoenix firm that Shepley Bulfinch merged with. He is someone who is valued for fresh

ideas, new ways of thinking about practice and his general “unspoiled” perspective. As the

C.O.O. said, “It is critical to the survival of big firms to [constantly] have a new path.”7

D. Maintaining Relationships

An institution concerned with longevity, understands the importance of maintaining good relationships

with everyone they work with including their own staff, as all relationships can be the foundations of

something greater. These relationships often mitigate through potential business opportunities that benefit

all parties involved. This not only holds true for business and corporations, but it relationship-building is


also central for any Architecture firm. Architecture is an industry that is completely client-dependent and

practice is not effective unless the staff can function well as a team.

In order to remain a lasting institution, Shepley Bulfinch recognizes the importance of the following groups

and values their relationships with:

clientele

employees

outside Board members

Client Relationships

Long-lasting relationships provide client referrals, repeat clients and ultimately more work in the

future. Shepley Bulfinch takes pride in the fact that 70% of its projects are with repeat clients;

their rich history providing a long list of revolving clientele. Harvard University is one of their most

valued clients, having collaborated on over 100 projects.4 There was a time when work was

flowing in and they did not need to search far in order to find jobs, but that booming market is not

the case today. Between Shepley Bulfinch and its’ institutional clientele, “there exists a values

connection” because values and priorities are lasting and they “define who [Shepley Bulfinch] is

as a firm” and what institutions are about.5 Shepley Bulfinch will still focus on institutional work

and clientele, but they are at a point when they must put in more effort to get jobs and begin

developing new relationships. One observation of how Shepley Bulfinch maintains good

relationships with their clientele is how they re-organized their project team structure to suit the

needs of a client. Each project team includes a Principal in Charge, Design Principal and Project

Manager, with all three leaders acting as the main points of contact with the client. This structure

enables the client to always have someone to contact whenever they have a question or concern.

Project Team Organization: Current


Intra-Office

Shepley Bulfinch is concerned with maintaining good relations with its staff and has a general

commitment to take care of them. The firm respects its’ employees, wants them to do well and

makes sure to reward them for their time and contributions. Shepley Bulfinch is an equal

opportunity employer and has created an environment that welcomes diversity. In 2004, the firm

elected its’ first Woman President and currently, more than half of the staff is female.5 Strong,

progressive females certainly have their place at Shepley Bulfinch and are bringing new ideas

and mindsets to the table. Outside Board Members

With any major entity, having sound advice and outside perspectives to help guide oneself while

making business decisions is important. Shepley Bulfinch recognized that it did not have the

expertise or education to run such a successful institution on its own and wanted input from other

experts. One adviser is a former professor at Harvard Business School; another is a retired

Construction Manager from a large construction management firm in Boston; and the third is a

knowledgeable consultant from the health care industry.7 These three members give the firm

insight and outside perspective that they had never previously had. The three advisers have

proven to be a very insightful and an overall beneficial decision for the future longevity and

success of the firm.

E. History + Reputation vs. Future + Innovation

H.H.Richardson Portrait4

A 136 year old firm, known for its history and reputation, has the unique challenge of not letting this

become a liability or be considered an “old firm.”5 Many in the firm consider themselves to be “blessed

and cursed by its’ long history.”7 Ultimately, over the past century, Shepley Bulfinch has developed a true

balance between its’ history and future.

There are many clients who value the firm’s history and tradition. “I think it is important to realize

that we are probably the oldest contingency practicing firm. Therefore, there is a history, and that

reconfigures in our client base in terms with the work of institutional clients for that time, and so

we are looked to as an office that is going to hold sacred their sense of legacy because we share

a common history.”9 But, there is a new type of clientele who aren’t interested in portfolios, but


rather concerned with ideas, concepts and innovation. Shepley Bulfinch “doesn’t think history will

save them anymore”5 and they recognize the need to adjust to the spirit of the times. Shepley

Bulfinch values its’ “tradition of innovation” and has certainly used this to set itself apart from the

rest.3 It has survived and succeeded because of its “enduring ability to grasp the spirit of the

moment.”6 While there will always be a consideration for history and reputation, “each

succeeding generation respects the firm’s legacy and fundamental values and feels free to adapt

its practice to changing times.”6

One drawback of tradition is innovation itself. Younger, revolutionary firms are more about ideas

and inventing the wheel but Shepley Bulfinch needs to think about reinventing the wheel and

changing the way things had always been done. There were periods that took Shepley Bulfinch a

longer time to adjust to the new advances in practice. But, Shepley Bulfinch has made a

significant effort in the past decade to generate a new identity and embrace its changing future.

Their rich history has given Shepley Bulfinch time to perfect their practice. They talk about

themselves and their history but also market their forward thinking and innovative design.5 As

seen in their expansive in-house archive collection, there is a great emphasis on learning and

being inspired by their past. The firm also has an extensive library of current periodicals,

encouraging awareness of what is going on in the field of architecture and advocating inspiration

from the present.

Following its’ move to a new office, the firm underwent a re-branding in 2005 that literally and

symbolically represented its’ new identity. The re-branding included changes to the website,

project selection, marketing materials, standard font, language and even the name. The standard

font moved away from the more flowery Mrs. Eaves font to a more contemporary, streamlined

font.7

Mrs. Eaves Font Style10

Shepley Bulfinch Richardson + Abbott would officially become Shepley Bulfinch, literally

representing this separation from the past. This re-branding was a conscious effort to represent

the firm’s innovative and fresh design perspective.

The 5 new Board principals would be referred to as the “5.2 Principals;” the 21 Principals

considered the “5.1 Principals.” The “5.2 Principals” were recognized for ideas while the older

Principals were associated with execution.7 This transition from 5.1 to 5.2 represented a larger

phasing out of an old and dated mindset or dogma in the firm. These principals were stuck in their


ways and unable to think differently. The 5.2 Principals represent the new, innovative and

forward-thinking phase of this leadership at Shepley Bulfinch.7


Firm Events Timeline


Conclusion It is important to note that the changes over the past 137 years at Shepley Bulfinch have occurred in

various phases. Rome wasn’t built in a day, and Shepley Bulfinch was certainly not an instant success.

Unlike younger firms, Shepley Bulfinch has benefited from over a century of practice and has had the

time to get things right. This rich history has enabled the firm to develop lasting relationships with its

clients and staff, and these people, in turn have helped Shepley Bulfinch become the successful

institution that it is today.

Over time, Shepley Bulfinch has developed clearly defined roles for its leaders, has separated the

strategic and operational responsibilities between two leadership groups, has involved outside advisers

and experts to help them grow the firm and has streamlined the chain of command. The best transitions

and structural adjustments have been made to evolve the firm into an effective business model and

contribute to its lasting success.

Operating both the design and business worlds are two separate paradigms. Shepley Bulfinch has

developed a series of business principles based on their longevity and position in the architectural realm

unique to their needs as an institution. Their perspective as long, enduring practice has given them the

ability to navigate the design and business worlds cohesively as an entity.

Shepley Bulfinch is not afraid to learn from the past but will always look to the future. Each succeeding

generation of leaders had to face the challenge of separating themselves from their history and

association with H.H. Richardson, while still using their past to their advantage. The firm has always, and

will always be looking for innovative solutions and ideas. They take the time to invest in markets that will

keep the firm progressing, and cultivate the employees and future leaders that will run the firm in the

future. It is a difficult line to walk but Shepley Bulfinch has finally found that balance.


Citations

1. Marketing postcard, Shepley Bulfinch

2. Institution. Accessed April 17, 2011. http://dictionary.reference.com/browse/institution.

3. Shepley Bulfinch, Inc. Accessed April 17, 2011. http://www.shepleybulfinch.com.

4. von Herkomer, Hubert. H.H. Richardson Portrait. Smithsonian National Portrait Gallery, Washington, DC. Accessed April 7, 2011. http://www.flickr.com/photos/uncle_buddha/3548202912/.

5. Communications Manager and Archivist. Interview by authors. Boston, MA, March 15, 2011.

6. Heskel, Julia. Shepley Bulfinch Richardson & Abbott: Past to Present. Boston: Shepley Bulfinch Richardson and Abbott, 1999.

7. Chief Operating Officer. Interview by authors. Boston, MA, April 1, 2011.

8. Stein, Jeff. “Hub-Based architecture Firm Reinvents the Mobile Office.” Banker & Tradesman,(2007).

9. Adams, Jennifer and Michael Reis. Architects Roundtable: Shepley Bulfinch Richardson and Abbott,

October 15, 2006. Accessed April 17, 2011. http://www.stoneworld.com/.

10. Mrs. Eaves font. Accessed April 17, 2011. http://en.wikipedia.org/wiki/File:MrsEaves.png.


About the Authors

Hope Blanchette and Brad McKinney are students in Northeastern University’s Graduate School of

Design. They are both candidates for their M.Arch degree. Neither author has worked for or has any

affiliation with Shepley Bulfinch Richardson & Abbott. As part of their research they found this firm to be

an exemplary example of the practices they wished to showcase.

Hope Blanchette Brad McKinney


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