There are times when the Owner’s Rep introduces processes at the front end of the project that open the risk of significant unhappiness for everybody involved. This was one of those.
We try to provide a bit of a strategic lens. We look out into the mysteries of our world and in the places we practice to profile and characterize the strong signals and interpret, roughly, the implications of the weak signals. We’ll formulate and propose alternatives for consideration and develop a set of challenging questions to make sure we are all thinking at least somewhat critically.
Can an ending make a stronger beginning? One of our clients suspended their important new headquarters project this week. Their reasons for doing it relate to difficulties in the lease negotiations, but also in the background are varied, separate and interlinked considerations of organizational design, change communications, customer relationships, financial terms, economic conditions, cultural evolution
4 approaches to slowing things down in order to get out front Weeknotes, May 26, 2012 Yet again this week, considerations about being “ahead” of our clients were in our thinking. This is a relatively complex place to be. Being ahead of our clients is a condition of being ready to propose concepts and solutions
We’ve just kicked off the Design Development phase of a project I’ll generally describe as a $100 million research facility. This is an investment my a major institution in the future of scientific exploration and in the path of a goal to foster more and more effective interdisciplinary research. We find ourselves operating in two
believe that we are in, or are about to be in, one of the more exciting, and threatening, periods in history. Accelerating technological momentum has the potential to rapidly create a few hugely successful winners, and a large body of lagging and declining losers. How people come to work in this period will define the success of their participation in change and advancement and, in turn, define the quality and character our society and culture.
One of the team members on a core project we are working on has developed a stress curve for our project. Although “curve” is perhaps the wrong word. He posted the expected graph of the potential tensions on this very complex and yet very short project (an approximately $100 million project, to be programmed and