Designing a complex project does not always evolve in a linear fashion, so to deliver a quality design solution we must identify in the early stages of the design the details (technical, organisational, etc.)
Technologies seen in European countries like Scandinavia and Germany years ago are now being implemented in the UK housing market.. 3.Transforming Construction Network Plus (TCN+).
As the leader of TCN+, Jacqui has worked to align academic voices with the needs of the construction industry, funding numerous projects that cover digital innovations, energy systems, manufacturing, and more, with a focus on creating change in business models and construction methods.. 4.Lessons from Other Sectors.Jacqui discusses how construction can learn from more integrated sectors like aerospace and automotive, where industry voices are more unified and the government provides more substantial support, allowing for quicker advancements.. 5.
Future of Construction.The industry needs a shift in business models, moving away from return on capital employed to a focus on sustainability and innovation.
Achieving net-zero carbon goals is critical, and future construction must be more digitally integrated and collaborative.When we talk about the sustainable design of buildings, we have two core objectives: reducing environmental impact, and providing a healthy space for occupants.
For this reason, implementing a sustainable design strategy incorporates every aspect of the building process, from the earliest design stages through to construction and post-completion.If market demand starts to increase, is there an opportunity to take advantage or vice versa.
If a construction partner finds a cheaper way to deliver a part of the project does that put holistic value at risk or maybe it allows investment elsewhere where more value can be delivered.. As design moves towards construction and beyond, an.approach needs to ensure that all parties are doing the job that fits their capability best and decisions are made with a focus on delivering shared value, to client, the client’s customers, the widest project team and society.. Of course, the way the work is contracted needs to be aligned to sharing value, of which financial risks and opportunities play a significant role; but that is another story….
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.