lab managers, project managers, Quality, EHS, tenants), improving buy-in and reducing future change.. Embedding data and learnings from every project to continuously improve the service over time.. Fast Lab works by:.
Bryden Wood is supporting this idea, and many others, that will be part of the change in approach we need..Doing things differently, letting go of what we have known either in Christmas traditions or any other traditions, or processes and procedures we follow, or the pre-judgements we hold onto can feel hard.
Humankind became dominant through its adaptability, our neo-cortex in our brains is incredibly plastic and moulds to allow us to adapt our whole life.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.
Industry challenge.Projects very often require a complex network of contracts to ensure that the main contract clauses are passed down through the supply chain, resulting in management overhead on overhead being passed back up to the client.. For these reasons, the Construction Playbook notes that:.
To support the growth and inclusion of more SMEs in the delivery of public works projects, we need greater visibility of the public spending flowing down the supply chain.Suppliers should invest in automated, digital payment and contracting systems and processes.
Digitisation will improve transparency, information exchange, payment performance and contract management across the supply chain.Standard components and digital tools - the construction Platforms ‘ecosystem’.