How do we work with industry, academia and the business community to deliver results?.
We repeat this sequence of steps until everyone involved is satisfied that all relevant expertise has been brought to bear on the solution and that the solution fully addresses all aspects of the problem.This iterative process might appear familiar, but what makes the Design to Value method different is that the focus is not simply on developing a detailed description of a solution to allow someone to build it.
It is to represent the evolving design in a way that is relevant to the stakeholders so they can understand the choices made and judge whether the design meets their needs.This is a unique advantage of our Chip Thinking®️ process.. Rather than showing increasingly detailed plans and elevations, we represent the solution in terms of what it does to solve the client’s problem.For a prison that needs to be more rehabilitative, this means: showing what is visible from where; how activities are distributed across the buildings and the site; how the buildings are zoned and controlled to allow free movement while controlling who goes where.
For a pharmaceutical plant that needs to satisfy uncertain demand in an emerging market, this could entail seeing the capacity of the production equipment, its utilisation, the labour required to operate it, and the flexibility of the equipment to produce either different or more products..In each case the representation is driven by what client and stakeholders need to see to satisfy themselves that the proposed solution meets their needs, but also to inform the wider team to decide what the next design iteration needs to look like to create an even better and more detailed solution.. At the end of this process, we have not simply a good design but also a transparent account of how expert knowledge and stakeholder requirements steered the decision-making process.
This not only gives our clients the confidence that they have got the right solution, but ensures they understand why this design is preferable over all others.
We maximise understanding, efficiency and value.. An approach that feeds back into the business.To enact the change both individually and collectively we just need to recognise that we are stuck in the Devil’s Snare and decide to stop struggling..
Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.
He is committed to the betterment of lives through individual and collective endeavours.. As well as his business and pharmaceutical experience, Dyson is Professor of Human Enterprise at the University of Birmingham, focussing on project management, business strategy and collaboration.. Additionally, he is a qualified counsellor with a private practice and looks to bring the understanding of human behaviour into business and projects.. To learn more about our Design to Value philosophy, read Design to Value: The architecture of holistic design and creative technology by Professor John Dyson, Mark Bryden, Jaimie Johnston MBE and Martin Wood.Available to purchase at.We are likely to need greater standardisation of processes to be able to track the information and decisions leading to compliance.