‘Understanding company needs’—one of those phrases that sounds important but doesn’t exactly spark excitement. It’s vague, a bit lifeless, and honestly, not something most of us think about over our morning coffee.

But if you want to make an impact in your role—whether that’s securing resources for your team, getting buy-in for your ideas, or just making work feel a little less chaotic—understanding what makes your company tick is crucial.

Yet, most of us go about this backwards. We focus on our to-do lists, team priorities, and project deadlines without fully clocking how they fit into the bigger picture. Then we wonder why certain projects get stuck in approval limbo, why some teams get more investment than others, or why leadership keeps moving the goalposts.

So, how do you actually get a handle on what the company really needs? Not just the official mission statement stuff, but the real, sometimes unspoken, priorities that drive decisions?

Well, first—let’s talk about how NOT to do it.

The Common Trap: Thinking Like an Architect, Not a Business

Architects are problem-solvers—but usually within the boundaries of a project. We focus on design challenges, deadlines, and client needs. But when it comes to the business side of our firms, many of us assume it’s someone else’s job to think about strategy and financials.

If you don’t understand how your firm makes money, wins work, and sets priorities, you’re only seeing half the picture. You might be designing beautiful buildings, but are you also designing value for the business?"

Some common blind spots:

Assuming the firm’s biggest challenge is always design-related (it’s often pipeline, profitability, or talent retention).
Not knowing which projects bring in the most revenue vs. which ones are prestige projects.
Forgetting that leadership isn’t just balancing design quality—they’re managing financial targets, client relationships, and firm reputation.

If you want to be seen as a key player in your firm’s success, you have to think beyond the studio and start looking at what drives decision-making at the top.

How to Read Between the Lines of Company Priorities

If you want to align your work with what the firm truly values, pay attention to:

1. Where Leadership Spends Its Time and Budget

Forget what’s in the mission statement—what do they actually invest in?

Hiring more business development staff? That signals a focus on growth.
Doubling down on sustainability expertise? That’s a strategic positioning move.
Investing in AI tools? Efficiency and innovation are top priorities.

2. What Gets Talked About in Meetings (and What Doesn’t)

Not all priorities are spelled out. If leadership keeps circling back to project efficiency, client satisfaction, or risk management, those are the real focus areas—even if they’re not written down anywhere.

3. What Types of Projects Get the Most Resources

Are the big hires and budget allocations going toward cultural projects, commercial work, or public sector frameworks? That tells you a lot about what the firm values most right now.

4. Who Is Being Promoted and Why?

Look at who is moving up in the firm. What skills and contributions got them there?

Is it thought leadership?
Business development?
Exceptional project delivery?

This gives you a clear picture of what success looks like in your organisation.

The architects who understand the business side of their firm are the ones who get noticed, trusted, and given more influence.

If you want to help your company succeed, don’t just ask:

“What does leadership need from me?”

Instead, ask:

“What does this company need to thrive, and how can I contribute to that success in my own way?”

The architects who understand the business side of their firms—the real priorities, pressures, and opportunities—are the ones who get noticed, trusted, and given more influence.

So, this week, take a step back and reflect:

What are the real priorities in my firm right now? How can I find out? Who do I need to talk to?
Where can I align my work to support those needs?
How can I contribute beyond my immediate role to help the business succeed?

Because when you understand what drives success at the company level, you don’t just help your firm—you help yourself become a leader within it.

PS: This article is part of an email series explaining the weekly leadership questions in the Architect’s Leadership Journal. Why I included it, and how you can think about it. You can join this email series here.