The ideal environment starts with the office. It should be open enough to promote cross-fertilization of ideas, yet private enough that each individual may carry on phone conversations without noisy distractions. This office should also be dynamically arranged in clusters where work team members occupy areas facing one another. No individual should be put in an awkward back-to-door position. Conference rooms, meeting rooms, and workrooms should occupy the prime corner real estate. This configuration would facilitate an environment wherein services and clients become the most important aspect of the firm and sets the stage for dynamic learning experiences.

Each team must include cad production staff so as not to squander the intern's years of education and unique abilities in full time computer drafting. Early on each intern should be taken under wing by a principal and included in conference calls as well as project meetings with consultants and clients. From the start the intern is given tasks such as: research the code for…, design a grand staircase for…, select materials for…; everything from the mundane to the creative. When issues arise, the intern's opinion is solicited, and when their ideas are exceptional they are implemented, thus generating mutual respect.

Weekly meetings are a given, therefore, all teams know the status of all projects. In this forum all are able to bring ideas to the table for discussion. The discovery of new products, and new ways of looking at old products, can be shared as well as who is in and who will be out, what is going out to bid, what projects are coming in, and who is available to work on them.

Assigned tasks need to be clear and guidelines adopted so progress can be measured, and each project given a budget. This done, the intern should be able to create a successful solution. As interns progress, they should be given a project to manage that includes budget, client meetings, consultant meetings, work product, project coordination, and contract administration. When issues arise the intern should have the guidance of experienced peers to help find workable solutions.

Every six months, a 360º review by the team comprised of the supervisor, peers and subordinates are needed to assess the interns' strengths and weaknesses, and help devise ways to develop a better architect. This process supports a framework that helps develop the intern's potential and promotes creativity.

Ultimately, every intern needs to be nurtured, given an opportunity to find their strengths, taught all the angles needed to become a competent architect, as well as encouraged to reach out and embrace a challenging future. With that goal in mind, I present this blueprint for transition.