This is the challenge to traditional design processes, which can be quite turgid and passive: a brief is stated and a firm contends with whether they can deliver the predefined needs of the client.

As value is realised conceptually, cornerstones of the design, delivery approach and culture need to be established.These ecosystem-conditions, design-features, delivery and operational principles; along with construction approaches, e.g.

DfMA, will represent the decisions required to hold onto and deliver the value.. Somebody.needs to watch these carefully.. That does not mean that they will not or cannot be changed, it does mean that any shifting of the cornerstones is picked up quickly and holistic problem solving is kicked-off to retain or increase the value.Project management is often focused on physical scope change and can be blind to shifts in approach and people dynamics which can have profound impacts..

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..There are competing beliefs, experiences, traditions and thus there are no perfect designs, no perfect solutions, however there is always the opportunity for great processes and great outcomes.

Within change and complexity, we cannot hope to reach these aspirations by simply sticking with tradition.We must like Tevye, flex, weigh things up and at times dispense completely with the way things were done.

Guided by the value-we-can-create and the values-we-hold-to, we can constantly change the way we come together to find solutions to problems.Being in the construction industry we can see how we can make playing the fiddle on the roof safe.. Maybe what we need to do is ask the fiddle player why they are there, what is their purpose and what do they need.