But are there other factors, perhaps less apparently tangible or more speculative that, if overlooked, may mean that the occupier organization loses significant site benefit as well as longer-term revenue and performance benefit many times the value of what is saved through conventional site selection and lease negotiation terms?
There seems to be this point in every project about strategic transformation – New concepts are thoughtfully generated to respond to the strategic vision and to enhance the success of the organizational transformation. They then meet resistance. This resistance is a fear of the unknown and is expressed in operational terms that assert the unique
If you haven’t already checked it out, The Setup is a great little site, answering the question of what people use to get things done. Although a bit on the geeky side, I always find its entries to be an excellent reflection on the workspace. Each of its posts is a single person answering a
GM’s best strategic play may be not with MTV but with the oil companies and the government and a sustainability philosophy. Constraining one, stimulating the other, and comprehending the third might bring people back to cars – cars providing authentic experiences designed, built and sold by people who’ve had those experiences.
David Galbraith offers an interesting vision for the transformation of thinking about and designing houses. My interest is less in the specifics of his design, but more in the consideration of this approach to almost any space where we live or work. We continuously accept a lexicon of form – “living room,” “dining room,” “office”
We design sustainably. We are thoughtful about the sources and uses of the materials we select. We design our systems critically to assure that we are not consuming energy unnecessarily and, in some cases, we even design to generate energy to put back into the grid. We seek to convince our clients to reach for