Once they’ve gone, we’ve lost the opportunity to use construction technology to gather that simple, valuable information that can tell us what’s really happening.
Ultimately, these things are all related to the issue of productisation in construction.. Construction waste makes up 40% of our landfills, Marks says, adding that this happens because we’re changing things and cutting them after the fact.. A switch to industrialised construction, with an industry deploying manufacturing processes, would be highly beneficial to the issue of sustainability in construction.. Marks also invites us to consider the ancillary benefits of creating a factory: a workforce composed of diverse ages and populations, economic sustainability for that factory around the world, social sustainability, industry sustainability (because the construction workforce is an aging population) and, of course, environmental sustainability.. She highlights the level of current dissatisfaction and the focus on our planet - our dwindling supply of resources: people, things, and materials.. “We can’t all live on this planet unless we get better at this,” Marks says.“That’s what’s actually changing this.
People are making that connection.And we're becoming more of a global economy as well, so they're seeing examples.”.These days she’s starting to see “masses of the big players change their behaviour.”.
She’s as excited for them as she is for architects.. Marks recalls that while talking to the Head of VD&C for a large company, she was impressed with the work and incredible technology going into a two-billion-dollar hospital project.At the end of the presentation, she asked, “how much of this can you use for the next project?”.
The answer: “None of it.”.
It’s not acceptable, she says, addressing the position of the serial owners who are building hospital after hospital, school after school.Attendees stayed on, clustering into smaller groups and over coffee and lunch continued to build relationships, share ideas and challenges.
I was left thinking that this is how transformation happens..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.