LL Bean Waterhog Doormat Review

Martin illustrates this with examples like GlaxoSmithKline’s facility, where focusing on outcomes rather than assumptions led to more strategic and impactful decisions.. 4.

• evidence-based design.• innovation and invention.

• trying things and failing fast.These processes act as a tool bag: one is never sure at the start of a project the necessary order of things – although dialogue always comes first..Many clients might expect a roadmap that they can follow, but part of Design to Value is the capacity to live with a bit of uncertainty.

Clients need to understand that their project team members might feel uncomfortable about a new and unfamiliar process and we encourage the senior client representative to reassure their team that this is expected and it’s okay.They need to understand that the standard processes are comfortably wrong: everyone feels comfortable about them but they produce the wrong answer, and that is because the path is predefined.. Once the values of a project are established, diagramming begins.

Visual language is key to articulating this.

For instance, a client might express that they need a space to do.It is rigorous, logical and data-driven.

Its application in construction is transformational..Bringing learning to every healthcare design project.

In addition to bringing fresh eyes and ideas to every project, we also build on the learning that we gather from other projects.Our early work with Circle Reading Hospital provided us with excellent foundations: for that project we conducted extensive research into the use dynamics of a hospital, optimising the layout to deliver a hospital with a design that allowed a significantly improved experience for both staff and patients.. Our intention was to develop a set of standard processes and techniques that we would apply to all of our healthcare design projects, while allowing for the specific brief for each facility.