Design to Value.
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 a 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.Some time ago now, after I had really started to explore in a very practical way the ideas of collaboration, we stumbled across a factor which on reflection should have been more obvious; working in an environment which had a strong architectural inheritance.The place, the environment, the location , the aesthetics all had a part to play, and a very significant part to play, in the quality of collaborative problem solving.. Albert Mehrabian's rule in communication is that the spoken word only carries only 7% of the emotional impact, 38% is the tone of voice and 55% is the facial expression.
In a similar vein we found that only a small part of collaboration is bringing people together.A much bigger impact comes from the place, where it’s done, and bigger still is the culture imbued.. You have to take care of what people hear, what they see and what they feel..
This fired our imagination about the creation of a Grand Hotel of Value.
A beautiful, relaxing place to stay for people who want to solve problems together.High-quality job opportunities.. Stakeholders.
Financial return over a reasonable cycle (e.g.10 years) with low/medium financial risk and brand value of being first to market.. Franchisees.
A return on franchise investment and attractiveness of the franchise..Developing these is a critical part of developing a clear understanding of the stakeholders and their individual paradigm of value.
(Editor: Top Swimwear)