Once leadership is able to set the myth aside and make a choice as to primary differentiator, step three is to align the firm’s operating model with that choice. 

Operating models, regardless of firm type are composed of similar elements. The elements include: marketing/client acquisition; staff attraction/retention; leadership and professional development; project delivery; pricing of services; ownership transition; risk management; staff utilization; pipeline management; financial management; organizational structure and others. However, each element of the operating model is configured differently depending on the firm's differentiator.

Let’s look at the Marketing/Client Acquisition element of the operating model in a bit more detail.

• If yours is a Strong Delivery firm your client acquisition strategy needs to be low cost, and fast. You’re likely on a first name basis with large scale builders and developers who are your typical clients. You don’t have time to write exhaustive proposals, or have frequent lunches to uncover prospective clients. 

• If yours is a Strong Service firm your client acquisition strategy is based on being connected in each of your practice communities. Each pursuit is led by a principal who is aware of upcoming projects through their mature network. A crackerjack marketing team works with those principals to create customized responses to RFP’s. 

• If yours is a Strong Idea firm the lead principal will be held in high regard as an idea person. That principal is likely networked with movers and shakers on the boards that are responsible to select designers for the facilities that they focus on. The lead principal’s reputation has been developed through numerous design awards, teaching and speaking engagements. 

One by one each element of the operating model needs to be configured in a way that aligns with your firm’s differentiator. Alignment is an ongoing process, refined as the firm evolves. It serves to engage all members of the practice but it also reveals any disconnects that exist. An often fatal disconnect is when one partner thinks he/she is building an idea firm while others are trying to build a delivery firm. As disconnects are resolved, the alignment stage creates the excitement of getting everyone on the bus, in the right seat and going in the same direction.