If you didn’t have the good fortune of meeting Ed Friedrichs before his passing in 2021, here are a few high-level facts: Ed was a visionary architect and firm leader. He played a pivotal role in shaping Gensler into the global design practice it is today. He joined the firm in 1969, founded the Los Angeles office in 1976, and served as Gensler’s President and CEO from 1995 to 2003. Under his leadership, the firm grew significantly in scale, sophistication, and ambition—while also codifying many of the cultural principles that still define it.
But for me, Ed’s legacy began long before I launched Knowledge Architecture—before I even knew what knowledge management was.
I first met Ed in 2005 at a conference called Firm of the Future, hosted by ZweigWhite. The conference brought together forward-thinking leaders to explore where the AEC industry was headed in the next 10, 15, 20 years. It was a fantastic premise, and it launched me on the path I’ve been walking ever since.
That event introduced me to firms that were being intentional about how they managed knowledge. These firms were investing in research, building systems for innovation, sharing what they learned internally, and connecting people across offices and disciplines. No one at the conference was using the term “knowledge management”—at least not that I can recall—but that’s exactly what they were doing. They were trying to make better use of what they knew.
Ed was one of the speakers at that conference. I attended his talk, then stayed afterward to ask questions. I later found him at a meal and sat next to him, eager to learn more. He was generous with his time—patient, encouraging, and deeply thoughtful.
What I didn’t fully realize until recently—when I went back and reviewed the old conference program—is that Ed didn’t just speak at the event. He chaired and designed it. He was the one who brought those people together. He shaped the experience that set me on this path.
Looking back, it all makes sense. The connecting thread running through the entire conference—the idea that architects and engineers shouldn’t only design buildings and infrastructure, but should also design their firms to be smarter—was Ed’s idea. His point of view gave the event its energy, its distinctiveness, and its sense of possibility.
That conference was the moment I first began to see knowledge management as a tool you could use to design a better business.
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