It’s easy to see why many organizations are drawn to the designs of famous architects. Their buildings can generate good publicity for a company and go a long way in defining its image. But a big name on the front end of a project can lead to huge problems on the back end.
Cities are dotted with both old and new buildings that don’t work as the designers intended, and in-house maintenance and engineering departments spend their days fixing the problems. In most cases, managers facing a tough problem can confer with peers in other organizations with buildings that have similar problems.
But in the case of high-profile, architecturally adventurous, buildings, in-house managers and crews generally are on their own when it comes to figuring out what the designer wanted and then making the building operate as intended.
The latest case involves Massachusetts Institute of Technology, where a three-year-old, $300 million building designed by Frank Gehry is causing major problems, according to University Officials.
The university alleges the building has persistent leaks, drainage problems and mold growing on its exterior. It also alleges accumulations of snow and ice have fallen from window boxes and other areas of its roofs, blocking emergency exits and causing damage.
Not much will deter organizations from taking a risk and hiring prominent architects to design landmark structures. And many such structures perform as the designer intended. But many more don’t.
Here’s one tactic more organizations are using routinely to head off trouble: Have an in-house maintenance or engineering manager review the plans. The idea has at leas two benefits. First, it gives the manager a chance to understand the future materials and staffing needs the building would create.
Second, and maybe more importantly, it can bring to light design elements that are obviously problematic or even dangerous. In such cases, one more set of eyes can help organizations prevent a world of problems.