Crowne Plaza hotel at Changi Airport.
We cannot just keep doing what we have always done or following over-simplistic thinking.The technological advances of the last 50 years have allowed us to be able to model scenarios from millisecond by millisecond to decade by decade.
This allows us to control processes at both ends of the scale – from an oil refinery to a micro robot.This is a time when we need to learn from nature and think hard about scale..Going back to the rise of mammals or Homo sapiens, a change in scale is an adaptation to a transforming environment.
This is arguably exactly where we are today with industrialisation – the ground is shifting quickly, fissures are opening up, lethal challenge and paths to opportunity are open to us like they were to our ancestors in the Rift Valley.We need to be at the right scale to survive and prosper.. More in my next Blog….
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.The team evaluates the outcome, revises their understanding of the problem (if required), and goes around the loop again, with new, adjusted or more developed solutions..
The key principles of our master planning approach are: to adopt a common language that can be understood by all involved; to use clear visualisations rather than words as much as possible, as this aids general understanding; to be clear and explicit about any and all assumptions, and; to capture as much data and information as possible from as many sources as possible, so that no knowledge goes to waste..The first step is to gather that information.
We use a number of strategies – including questionnaires and in-depth workshops with client teams – to gather as much qualitative and quantitative data as we can.We then review the data, organise, consolidate and present it back to the client, to check our understanding and its validity and accuracy.. Then we identify and agree a number of potential scenarios with the client, which describe a hypothetical future – for example, a change in market direction – from a number of different perspectives; commercial, operational etc.