The 6th Edge Debate: 28th October 1998

Reflections on the Future of Institutions

Alexander Reid, Director General, RIBA

The Wheel Turns Full Circle

The older professional institutes started (in the 19th Century or before) as mechanisms for exchange of information between like-minded specialists.,

During the 19th Century there was grafted on to this role a set of regulatory activities, including regulation of education and professional conduct.

During the 20th Century the state has, under consumerist pressure,steadily increased the level of state regulation, thus replacing some ofthe functions of a professional institute.

This calls for a re-thinking of the role of professional institutions. One possibility is that institutions may return to their roots as mechanisms for exchange of information.

The exchange of information need not be simply a mundane or passive activity. It can embrace passionate, pro-active advocacy of policy positions, promoting social, cultural, and economic values.

There need not be conflict between the interests of the profession and the interests of clients or the wider public. There are many activities which help all three groups.

The Decline of Deference

The world has become a less deferential place. Royal and Chartered institutions cannot win influence simply through their dignity and status.

The production and promotion of ideas and ideologies has become as competitive and professional as the production and promotion of products and services.

If they are to be effective in their advocacy and ideological roles, professional institutes will need to generate the best and liveliest ideas, and will need to back these up with high-quality and substantial research.

Grey Haired Innovators

Superficially, professional institutes may appear old-fashioned in their structure and methods. But in certain fundamental respects they are very modern.

Specifically, the loose and fragmented nature of the membership of professional institutes gives huge scope for individual initiative, variety and creativity.

In this sense a profession is more like the lively pluralism of Silicon Valley than the military regimentation of a big corporation.

And old organisations can be extremely innovative. The management expert Gary Hamel waxes enthusiastic about grey haired innovators such as Marks & Spencer or Monsanto.

The Connected Institute

There is evidence in biological systems that intelligence and power arises from connection.

Modern information technology, such as the Internet, provides exciting scope to create highly connected professions.

Highly connected professions will be more prosperous, more creative, and will serve the consumer better. The practitioners will be closer to the client. Closer to each other. Closer to their institute. And closer to sources of continuing professional development.

The rapid adoption by professional practitioners of communications technology is as vital to their future success as the rapid adoption of military technology was to the success of armies.

Connections Between Institutes

Compared to other activities, professional institutes remain rooted in their specialist fields, and in their countries of origin. There are few mergers between institutes in related fields, and few truly international institutes.

This seems likely to change, as competition intensifies, and as all kinds of business become more global.

If say a dozen professional institutes in the UK construction sector were to merge, they could create a very large and powerful organisation, offering greatly increased benefits to its members and to clients, and with great scope for international expansion.

Is it possible to conceive of a structure for such a combined institute which would gain those benefits of combination, while retaining what is good in the present arrangements?