Consistent requirements across jurisdictions and customers could accelerate progress..
Challenging the client brief for better outcomes.A recurring theme is Bryden Wood’s practice of questioning and refining client briefs.
Martin illustrates this with examples like GlaxoSmithKline’s facility, where focusing on outcomes rather than assumptions led to more strategic and impactful decisions.. 4.Innovating in high-stakes environments.Martin recounts how projects with pressing needs, such as reconfiguring Heathrow Airport's passenger transit system post-9/11, often act as crucibles for innovation.
These high-stakes scenarios push teams to develop groundbreaking solutions under constraints, setting new standards for efficiency and safety.. 5.Design for societal impact.
rehabilitative prison designs.
for the Ministry of Justice to.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.Design to Value evolved gradually and intuitively – and holistically.From designing the brief to considering how elements should be delivered on site to how best to engage the supply chain to how to repurpose existing technology – these things were always central to the Design to Value thinking, even before being labelled as such.. Design to Value purports that the front-end of the project needs to focus on developing data to support decision making at all stages of a meandering process – where each decision step is influenced by the one before.