If the dream is to go high, then we must also go deep. Every part of a building must be assessed for its quality and ability to interlock with the elements around it. It’s not just about strength in isolation; it’s about cohesion.
A window, for example, relies on the accuracy of the opening formed in the brickwork. That brickwork depends on proper waterproofing to prevent cracks, and the waterproofing relies on the lintel to hold the shape of the opening. The lintel is supported by the larger structure, which, in turn, is protected by the window’s ability to seal out moisture. The components reinforce each other, each one trusting the next to play its part.
There’s no room for blame in a well-designed structure. And yet, when something does fail, it’s rarely just one isolated part at fault. In the same way, accountability within a firm like ours is not about pointing fingers; it’s about recognising that the health of the whole depends on every link in the chain, from the top to the bottom.
The Need for Self-Assessment and Accountability
It’s easy to assign fault to a different tier of responsibility. But a healthy culture relies on each person being honest about their own limitations and brave enough to speak up when something’s not understood.
In his book Extreme Ownership, Jocko Willink writes that true ownership is accepting full responsibility for everything in our sphere, regardless of external circumstances. That doesn’t mean carrying the blame for others, but it does mean taking ownership of your actions, your clarity, and your communication.
Case Study: A Simple Mistake
Consider a scenario where a drawing is sent out with a significant error.
The draftsman drew it, but did he fully understand the task? Did he ask questions when unsure?
The project architect reviewed the work, but did they take the time to explain properly, or check the final version before sending it out?
The manager may have overlooked the opportunity to mentor the project architect on balancing team oversight with delivery pressure.
And the owner, did they articulate the vision clearly enough, or test whether it had landed?
This kind of mistake doesn’t stem from malice or negligence. Often, it comes from assumptions: that others understand, that someone else has checked, that everyone’s up to speed. But accountability isn’t about passing tasks along the chain and hoping for the best. It’s about stewarding the opportunity you’ve been given, taking ownership not to tick a box, but to protect the integrity of the work.
What Accountability Looks Like at BWA
At BWA, we’re intentionally building a culture where accountability isn’t enforced from the top; it’s lived and shared across the studio.
At the surface level, accountability sounds simple: do your job, own the result. But in practice, it’s much deeper. It’s about inviting feedback before being asked. It’s about showing your process while it’s still in progress, not just once it’s polished. It’s about being willing to learn publicly, and not retreating into silence when things go wrong.
When team members proactively share their work and thinking, they open a door for others to engage, not only in the product but in the process. That mutual investment builds stronger teams and better design outcomes. We’ve seen it firsthand: when transparency increases, so does trust. And when trust increases, collaboration thrives.
The Power of Shared Ownership
One of the most powerful outcomes of accountability is shared ownership.
When someone invites a colleague into their process, whether it’s asking for input on a drawing or sense-checking a concept, they create a ripple. That colleague now has skin in the game. The project becomes more than just a task; it becomes a shared ambition.
And when the result is something excellent—a seamless technical detail, a proud client handover, a building that sings—it feels like a collective win.
That’s where culture truly lives. Not in values written on a wall but in the everyday acts of ownership. Accountability isn’t about control; it’s about care for the project, for the team, and for the standards we’ve set together. And when something doesn’t go as planned, our value holds true: it’s okay to make mistakes, we fix them together.