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设计师大多比较感性而随意,在公司的管理方面往往处于无为状态,这样的方式对处于工作室阶段的设计公司也许并无大碍,但当公司上升到一定规模,管理问题往往成为许多公司发展的瓶颈。因此,从本期开始我们将采访国际国内著名的设计机构,分享他们的成功经验,也许可以给我们带来启发,从而探索出合适自己的管理模式。作为澳大利亚最大的综合性跨领域设计公司之一,HASSELL成立于1938年,至今已有70多年历史,全球共有13家分公司,员工900多人。自1990年进入中国以来,先后完成了宁波东部新城、阿里巴巴新总部园区、株洲滨水城市设计、上海证大丽笙酒店等一系列规划、建筑、景观和室内领域内的经典项目。作为一家澳大利亚背景的全球性公司,他们是如何在中国进行品牌管理并拓展其业务?在人才管理方面,他们是如何进行有效的分工和合作?在技术管理方面,他们又有何独特的机制和体系?为此,我们专门采访了HASSELL亚洲区执行董事Peter Duncan先生。
Designers tend to be more emotional and casual, often in the management of the company in a no-go status, this approach to the studio stage of the design company may not be any serious problem, but when the company rose to a certain scale, management issues often become many companies Development bottleneck. Therefore, from the beginning of this issue, we will interview famous international and domestic design institutes and share their successful experiences. Perhaps we can inspire us to explore suitable management models. As one of the largest integrated cross-border design companies in Australia, HASSELL was founded in 1938 and has a history of more than 70 years. There are 13 branches and 900 employees in the world. Since its entry into China in 1990, it has successively completed a series of classic projects in the fields of planning, architecture, landscape and indoor area, including Ningbo New East Metro, Alibaba New Headquarters Park, Zhuzhou Waterfront Urban Design and Radisson Blu Hotel Shanghai. As a global company with a background in Australia, how do they conduct brand management and expand their business in China? How do they effectively divide and cooperate in talent management? What are their unique mechanisms in terms of technical management and System? To this end, we interviewed Peter Duncan, executive director of HASSELL Asia.