Young Londoners have revealed that they would rather rent a tiny studio flat than a large property in a less desirable area.
We Haven’t Reached the Density of Hong Kong. But We’re Heading That Way
London’s population is expected to reach 10m by 2031 from its current 8.3m. London needs an estimated 49,000 new homes a year. This is not a new phenomenon, architects have confronted population growth and social changes before.
Obvious solutions include rental and shared ownership, while community building is also gaining ground in the UK. But there are other solutions out there, adding to the bigger picture. One of these is Pocket Living micro-flats, backed by Mayor Boris Johnson.
Micro-apartments Are in Vogue Today. But in Japan, People Have Been Living in the Nakagin Capsule Tower’s 100-square-foot Housing for Decades
Some 45% of 18-24-year-olds in London said they would consider living in a micro-flat if that was in the “perfect” location. A micro-apartment, also known as a micro-flat, is a one-room, self-contained living space, usually purpose-built, designed to accommodate a sitting space, sleeping space, bathroom and kitchenette with a size of 4-10 square meters.
They are essentially modern versions of the British bedsit and are becoming popular in urban centers in Europe, Japan, Hong Kong and North America, as they represent a seemingly straightforward antidote to persistent affordable housing shortages in dense growing cities.
In fact, some micro-apartments are being marketed as cost-effective fashionable lifestyle products.
Large one-room flat in LondonLarge one-room flat in London
Hogarth Architects transformed a large one-room flat in London into a stylish apartment using a wood insert that creates a separated kitchen and loft. It’s essentially one big piece of furniture custom-made for the space.
Curved surfaces can make a small space even smaller. The ability to organise the rooms vertically is reduced. But Dutch architects Queeste Architecten have managed to give this 320-square-foot micro-flat a spacious feel using lots of white, with built-in furniture and storage.
Guide price £8,000: the prototype of Ecodom’s portable micro house went to auction on 30 July
That oh-so-unfunny joke about moving into the garden shed is now a reality for young Londoners.
The prototype of a portable 130sq ft eco-friendly micro house that comes with a fold-down bed, kitchenette and shower room.
The micro houses, by Ecodom, will be constructed off-site and delivered fully made within two months of ordering, so it couldn’t be simpler to drop it into place and move straight in.
Oak Tube Apartment in Moscow
Architect Peter Kostelov turned a small flat into a oak-lined tube. Kostelov removed all the walls from the center of the apartment and replaced them with glass so light could get from windows on one side to the balcony on the other.
Specht Harpman Architects have turned a penthouse with a high ceiling into a two-level apartment and even managed to fit in a small grassy terrace.
Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments
Japan’s famed Capsule Tower
When it was built in 1972, architect Kisho Kurokawa’s Nakagin Capsule Tower was meant to be the housing structure of the future. Now in 2013, his “masterpiece” stands dilapidated and virtually empty.
21 Rooms in One Creative Condo
Now here’s a solution that could revolutionize tiny spaces a slide-out system that turns a 350-square-foot space into 21 different rooms with bed, washing machine, entertainment, a bath covered by the bed when not in use, shelves, cabinets and more.
Do you believe higher density housing is the answer to London’s housing crisis as some believe or will it turn the city into Hong Kong and Shanghai?
Most people believe that the key to successful leadership is influence, not authority. Do you agree? The answer to that question, it seems, lies in whether the goal is to get others to work from a place of compliance or from a place of commitment which underlines the difference between influential leadership and authoritative leadership.
Working within an influential leadership model, committed employees will give up discretionary time to solve problems, serve customers, and think creatively. On the other hand, people working under command and control, as we more commonly know it will only work to achieve compliance, doing only what needs to be done to get by.
As a leader you must realise that every decision you make influences your next five decisions. Fortunately, great leaders are made, not born.
Maximise your effectiveness by emulating these words of wisdom that will motivate you in achieving your goals and overcoming your fears:
Build your own dreams, or someone else will hire you to build theirs — Farrah Gray
Perfection is not attainable, but if we chase perfection we can catch excellence — Unknown
proverb is to speech what salt is to food — Arabic Proverb
Hold fast to dreams, For if dreams die Life is a broken-winged bird, That cannot fly — Langston Hughes
Remember no one can make you feel inferior without your consent — Eleanor Roosevelt
We can easily forgive a child who is afraid of the dark; the real tragedy of life is when men are afraid of the light — Plato
Every strike brings me closer to the next home run — Babe Ruth
If I had six hours to chop down a tree, I’d spend the first four hours sharpening the axe — Abraham Lincoln
If you look at what you have in life, you’ll always have more. If you look at what you don’t have in life, you’ll never have enough — Oprah Winfrey
I can’t change the direction of the wind, but I can adjust my sails to always reach my destination — Jimmy Dean
Believe you can and you’re halfway there — Theodore Roosevelt
Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do, so throw off the bowlines, sail away from safe harbour, catch the trade winds in your sails. Explore, Dream, Discover — Mark Twain
To handle yourself, use your head; to handle others, use your heart — Eleanor Roosevelt
Too many of us are not living our dreams because we are living our fears — Les Brown
Whatever the mind of man can conceive and believe, it can achieve — Unknown
I am not a product of my circumstances. I am a product of my decisions — Stephen Covey
When everything seems to be going against you, remember that the airplane takes off against the wind, not with it — Henry Ford
The most common way people give up their power is by thinking they don’t have any — Unknown
It is during our darkest moments that we must focus to see the light — Unknown
Don’t judge each day by the harvest you reap but by the seeds that you plant — Robert Louis Stevenson
The only way to do great work is to love what you do — Steve Jobs
Change your thoughts and you change your world — Unknown
The question isn’t who is going to let me; it’s who is going to stop me — Ayn Rand
Remember that not getting what you want is sometimes a wonderful stroke of luck — Dalai Lama
You can’t use up creativity. The more you use, the more you have — Maya Angelou
I have learned over the years that when one’s mind is made up, this diminishes fear — Rosa Parks
I would rather die of passion than of boredom — Vincent Van Gogh
A person who never made a mistake never tried anything new — Unknown
If you want to lift yourself up, lift up someone else — Booker T. Washington
Limitations live only in our minds. But if we use our imaginations, our possibilities become limitless — Unknown
Certain things catch your eye, but pursue only those that capture the heart — Ancient Indian Proverb
How wonderful it is that nobody need wait a single moment before starting to improve the world — Unknown
The only person you are destined to become is the person you decide to be — Ralph Waldo Emerson
We can’t help everyone, but everyone can help someone — Ronald Reagan
Everything you’ve ever wanted is on the other side of fear — George Addair
Nothing will work unless you do — Maya Angelou
I alone cannot change the world, but I can cast a stone across the water to create many ripples — Mother Teresa
What we achieve inwardly will change outer reality — Plutarch
Courage is being scared to death, but saddling up anyway — John Wayne
Success is walking from failure to failure with no loss of enthusiasm — Winston Churchill
It always seems impossible until it’s done — Nelson Mandela
Successful and unsuccessful people do not vary greatly in their abilities. They vary in their desires to reach their potential — John Maxwell
Without ambition one starts nothing. Without work one finishes nothing. The prize will not be sent to you. You have to win it — Ralph Waldo Emerson
There are no traffic jams along the extra mile — Roger Staubach
Dreaming, after all, is a form of planning — Gloria Steinem
Stealing someone else’s words frequently spares the embarrassment of eating your own — Peter Anderson
The Book of Proverbs are the cream of a nation’s thought — Unknown
Life is 10% what happens to me and 90% of how I react to it — Charles Swindoll
The most difficult thing is the decision to act, the rest is merely tenacity — Amelia Earhart
When I was 5 years old, my mother always told me that happiness was the key to life. When I went to school, they asked me what I wanted to be when I grew up. I wrote down “happy”. They told me I didn’t understand the assignment, and I told them they didn’t understand life — John Lennon
A well crafted quote, very much like good storytelling and can elucidate fuzzy concepts. For example, creativity” and “innovation” are not the first two words that come to mind when talking about procurement. However, According to Deloitte’s paper Charting the Course, this is where procurement’s destiny lies.
By transforming beyond today’s definition of “procurement as the sourcing of raw materials, and goods and services,” procurement can reach new heights.
Here are 10 quotes to help you find motivation and inspiration to make a positive change.
All models are wrong but some of them are useful – George Box (Statistician)
People will forget what you said, people will forget what you did. But people will never forget how you made them feel – Maya Angelou (Writer)
We cannot solve our problems with the same thinking we used when we created them – Albert Einstein
Opportunity arises for the prepared mind – Louis Pasteur (chemist and microbiologist)
A journey of a thousand miles begins with a single step – Lao Tzu (Philosopher)
What gets measured, gets managed – Peter Drucker
Leonardo da Vinci’s Simplicity is the ultimate sophistication – Dale Dauten
Worrying does not empty tomorrow of its troubles, it empties today of its strength – Corrie ten Boom
The best way to predict the future is to invent it – Alan Kay
Strive not to be a success, but rather to be of value – Albert Einstein
What are some of your favorite inspirational quotes? Share in the comments
London needs over 30,000 new homes every year for the next 15 years to keep up with the demand from the people who wish to live and work in the city. Despite good housing output, figures published by the GLA show that there is a huge deficit in the number of affordable homes being produced, particularly larger homes.
A shortage of bricks is often cited as the main reason why developers are looking at new methods of construction to answer the demand for new homes. But brick is a major part of the London urban environment; planners often insist on this most familiar of materials, homeowners love its solid dependability. Therefore masonry is also becoming a modern technology to overcome the lack of skilled craftsmen available. Several companies have developed brickslip cladding systems which look like solid brickwork but need much less skill to install. Glued brickwork is another innovative approach introduced from Europe whose thin mortar joints produce a new sharper continental aesthetic.
Old Montague Street Student Accommodation
This Hall of Residence containing 219 Study bedrooms is set in the vibrant east end of London, just a few minutes walk from the Whitechapel Road the famous Brick Lane. The scheme consists of cluster flats of 6/7 bedrooms each sharing a kitchen, arranged over three floors above basement and ground floor commercial and ancillary accommodation. Provision of a formal courtyard for all access together with the vertical grouping of amenity space is an inherent part of the design. The accommodation is composed of offsite prefabricated pods which were brought to site finished with all fittings and fixtures clad with thin brick slip cladding.
Clients: Shaftesbury Housing Group and The London Institute
Architect: T P Bennett
Principal Supplier: Hanson Plc
Location: Don Gratton House, 82 Old Montague St, London E1 5NN
The term ‘Modern Methods of Construction’ (MMC) embraces a range of technologies involving various forms of prefabrication and off-site assembly.
MMC is increasingly regarded as a realistic means of improving quality, reducing time spent on-site, improving on-site safety and addressing skills shortages in the construction of UK housing.
Bridge Crossing Modern Design
The variety of systems now available potentially allows the designer enough choice to sidestep problems deriving from constraints posed by the use of any one method. MMC systems, from closed-panel timber framed systems to bathroom pods are a palette from which designers can make choices. They are not necessarily stand-alone solutions that anticipate all the needs of an individual site and can be mixed and matched as appropriate.
These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder the incorporation of more complex and innovative types of MMC from which greater overall benefits may be obtained which are considered under the following headings:
1. COST UNCERTAINTY
There is no doubt that, given products of comparable performance the key issue in purchases of MMC construction systems is the price. At present not enough is known about the potential costs of using volumetric and closed panel systems to enable confident specification at an early date. This inhibits designers from exploring the full potential of MMC systems. This is particularly true of the less repetitive, small, one-off scheme, where a smaller margin of benefits is gained from using MMC. The principal barrier to the uptake of MMC, therefore, seems to be the perception of cost uncertainty with respect to using more complex systems. Without doing substantial project-specific research, consultants and their clients simply do not know with enough degree of certainty how much the volumetric or closed panel systems are likely to cost, and what would be the savings to overall project costs produced by potential speed gains to offset against increased capital expenditure.
This is due to the complexity of assessing the ratio of cost of repetitive elements where pricing is relatively straightforward to the cost of adjusting elements or building in another method for the abnormal condition. Decisions to use innovative systems are likely to be made once designs are well progressed to enable teams to be more certain of costs. This can increase the potential for change or result in design compromise as the designer attempts to incorporate the specific limitations of a particular system in their design.
In an attempt to improve this situation, the MMC consultant and or clients could pull together a directory of MMC expanded to include cost comparison data. The huge range of variables involved inevitably makes this difficult, but a database of current construction cost information would be an invaluable resource.
Contemporary Building Facade
2. PLANNING PROCESS AND EARLY COMMITMENT TO A SYSTEM
The time it can take to obtain planning permission has obvious implications both for project cost but also, in some circumstances, for architectural design innovation.
Most of the more complex types of MMC have an impact on dimensioning, the choice of external finish and detailing may have some effect on the buildings mass. Therefore, the construction system should be chosen prior to a planning application to avoid abortive work, redesign or amendment, or even resubmission for planning permission.
However, developers whose money is at risk, frequently hold off deciding on the construction technique until the last practicable moment, in order to get any advantage from fluctuations in material or component pricing.
Given the potential for lengthy duration of planning applications, this means that there is little incentive to prepare initial designs for planning with a prior decision to incorporate MMC firmly embedded. In cases where the developer has a financial or business link with the supplier, this is less likely to be the case. As the majority of commercial or residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.
3. TIME INVESTMENT
Another very significant factor is the time investment required at the early stages of projects. This is needed to develop the design when the project is still at risk. There is a direct relationship between the scale and complexity of MMC component and the amount of time required to develop a design at an early stage.
The introduction of advanced or complex MMC techniques into the design process is potentially costly to the design team. A significant amount of research is needed to explore alternative systems, to obtain verification of suppliers’credentials, investigate mortgage and insurance issues, visit previous sites, talk to system suppliers, obtain technical performance guidelines, understand junctions and interfaces, coordinate other consultants, obtain building control input and so on.
For a consultant, the only way of investing in this research is either through timely payment of increased fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a project is phased, or large enough, or likely to be followed by another similar project.
The potential of learning a system and then being able to repeat lessons learned efficiently is a powerful incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example of a phased project with a three to four-year duration allowed the design team to repeat various elements of the design, and the manufacturer to develop improved solutions to technical and supply problems.
HTA’ s project at Basingstoke
4. INSUFFICIENT COMMUNICATION
Improved dialogue at the outset of the project is vital if design quality is to be maximised. Constraints and opportunities implicit within a particular system are more easily incorporated into design if partners communicate pre-planning. Increased early communication can be fostered through improved long-term partnering relationships.
Clients should also partner with a range of suppliers and architects so that choice and flexibility is not restricted.
5. INEXPERIENCE
Generally, the inexperienced client or design team will have to do more research, with the result that there is likely to be significant design development without a specific system being incorporated.
This is a disincentive to using a more complex system involving a higher proportion of MMC, where early decision making and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture. However, encouraging the take up of MMC through the use of a dedicated funding mechanism may assist clients in finding time for research into suitable MMC techniques.
Dome Construction Berlin
6. SUPPLIER’S ROLE
Site capacity studies and early stage pre-planning design studies could be undertaken directly by system suppliers on behalf of clients, cutting out the usual procedure of commissioning design work by independent consultants.
7. ASSUMPTIONS
There are a number of assumptions that are generally held about certain types of MMC that may have been valid at one time but are no longer true today. There is a need for reliable and up to date information comparing system criteria, performance data, timescales, lead in times, capacity, construction time, sequencing issues, limitations, and benefits.
Therefore it would be helpful if a forum for discussion and experience exchange was set up.
8. DEMONSTRATING THE BENEFITS OF MMC
There is still a large amount of skepticism about the need to go very far down the line with MMC. This is reflected in the acceptance of the desirability of maintaining or indeed enhancing the pool of traditional craft skills throughout the UK.
A balanced view is that there is a demonstrable need for the wider use of MMC which is recognized by both industry and government. The best way for clients and the public generally to become more confident and knowledgeable about the quality of design achievable through MMC is to see it demonstrated.
9. FINANCIAL INCENTIVES
There is no doubt that spreading the burden of investment through the life of a project helps to ensure a higher standard of specification and hence quality. In the Netherlands, a ‘ Green Financing’system has been developed by the Dutch government that provides favorable loan finance when certain sustainable standards are reached. In the UK, the Gallions HA has pioneered a study of this, based on a scheme in Thamesmead, ‘ the Ecopark project’.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
Apple will invest in 200 megawatts of solar energy projects in China and has pledged to work with factories in the region to source more renewable energy and improve their energy efficiency.
The tech giant, who base the majority of their manufacturing operations in China recently come under criticism due to the heavy pollution caused by its Chinese suppliers. The new energy project will offset the carbon produced by Apple’s supply chain in the region, where much of the electricity is produced from coal.
Lisa Jackson, Apple’s vice president of Environment, Policy and Social Initiatives, said “the 200 megawatts projects will produce the equivalent of the energy used by more by than 265,000 Chinese homes in a year and will avoid over 20 million tons of greenhouse gas emissions in China between now and 2020. These projects go beyond Apple’s operations in China to help our suppliers adopt clean renewable energy,”
The company now says its China operations are “carbon neutral”, as the solar installations produce more energy than is used by its offices and retail stores throughout the country.
Four years ago, Chinese environmental groups accused Apple of turning a blind eye as its suppliers polluted the country by emitting toxic gases and discharging heavy metal sludge. Furthermore, in the United States, Apple was criticised by environmental group Greenpeace in 2012 for relying too heavily on fossil-fuel-based energy to power its energy-hungry data centres.
On Wednesday, “Greenpeace said the company had taken a big step forward in greening its supply chain.”
Apple has also taken steps to operate more cleanly in its home state of California. In February, the iPhone maker said it would buy about $850 million of power from a new California solar farm to cut its energy bill and supply electricity for its new campus in Silicon Valley as well as other offices and stores.
Construction of the SIP Sports Centre has started in the Chinese city of Suzhou. The sports centre in Suzhou Industrial Park was designed by Ham burg’s star architects von Gerkan, Marg and Partner, and has been scheduled for completion in 2017.
The sports venue will be surrounded by residential quarters, a hotel and a leisure district offering community sports facilities and public spaces.
The development is being funded jointly by Sizhou City and Jiangsu Regional authorities and when complete, the complex will form part of the larger Suzhou Industrial Park.
Image: von Gerkan, Marg and Partners (GMP)Image: von Gerkan, Marg and Partners (GMP)
Hamburg Architects Designs for China’s Garden City
A spokesperson for architects von Gerkan, Marg and Partners said: “Suzhou is famous in China for its landscape design, and the masterplan for this new sports park is based on this tradition and reputation. In a modern interpretation of the city’s traditional gardens, an informally designed park landscape flows around the podiums that rise in straight lines from the surrounding streets and support the stadiums.”
The beautiful conspicuous undulating roofs that on all three stadiums make the ensemble into a landmark visible from afar. As visitors walk along the curved pathways, various viewpoints open up to pavilion architecture, stunning water features, and a breathtaking landscape. Its curved silhouette stands out from the urban environment, blending harmoniously with the landscape and the park at the Xietang River. In addition, the succinct character of the stadiums is reinforced by a uniform façade design. The façades of both stadiums and the podiums are structured by horizontal lines, which follow the shape of the buildings in elegant curves.
The roof of the covered 15,000 capacity multi-purpose hall located to the north-east of the site is supported by v-shaped columns which provide a rhythm to the transparent glass façade of the hall.
The Heart of the Community
The multi-functional sports centre will include three national-standard venues includes a 45,000-seat stadium, an indoor pool with 3,000 seats and a 15,000-seat indoor arena. With its wide range of functions, the park has been designed to ensure a permanent and sustainable flow of visitors.
The facility is well connected to the Metro and offers the Suzhou residents not only a park, but also various shops for day-to-day needs, thus creating an attractive centre for the new part of the city.
Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided the subject.
My Way or the Highway
Major organisational change is profoundly difficult because the structure, culture, and routines of companies often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of organisations change.
What started out as a financial buzzword in the early nineties has become fundamental business practice, with executives recognising the need to keep abreast with the competition in a rapidly developing corporate new world.
Navigating change
Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.
While a project team is important for success, a senior level advisor is invaluable and can work with an organisations leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:
1. Defining A Strategy
Executives should start by asking themselves what exactly needs changing and why? Organisational change directly affects all departments from entry level employees to senior management and must be aligned to a companies strategy. Too many programs are heavy on the jargon and light on the substance. Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.
In this situation the strategy for change needs to be re-aligned with the organisation and its goals.
An outside senior advisor with a unique perspective of the organisation will play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship between senior advisor and executive should therefore begin as early as possible in the process.
2. Coalition Building
Its important to give people multiple opportunities to share concerns, ask questions, and offer ideas and to make following up with answers and updates a top priority. Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.
As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and help to navigate the strategic and political interests in linking the change to the interest of multiple team members.
The more people are involved in the process, the fewer will be acting as internal saboteurs.
Communication Is Key to Successful Change Management
3. Communication
Don’t confuse process visioning, planning and endless powerpoint presentations with communication.
Change is uncomfortable, and adapting to change is messy. A Gantt chart can not capture the hard side of change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.
The importance of communication within an organisation around the change cannot be underestimated. Executives often fall short on communication in two main areas, not communicating the right message and not communicating it frequently enough across an organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the reality for an executive is not the reality for another worker who may have lost a job because of a well intended change initiative. A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.
Quantity Is Fine, but Quality and Consistency Are Crucial
4. Share Relevant Information Quickly
Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging. “My way or the highway” is often used, but is not an effective communication strategy. Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.
A study by Towers Watson shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further to (53%) of middle managers and 40% of first-line supervisors understanding reasons behind major organisational change.
The forwarding and cascading of information does not work as consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles.As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change agenda.
Only 25% of Change Management Initiatives Are Successful over the Long Term
Maintaining The Change
Many leaders and managers underestimate the length of time required by a change cycle. It is paramount that as the change effort reaches its completion that leaders of the change recognise that the process does not end there. The role of a Senior Advisor will be to guide them to the idea that work must be undertaken to maintain the change over time. Maintaining change does not mean that an executive must own the initiative forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits and highlighting areas for future improvements.
The outside unbiased view is that a Change Management Lead is crucial to the success of a change management program.
This article provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation. Please use it mindfully.
If you treat risk management as a part-time job, you might soon find yourself looking for one ’- Deloitte white paper (Putting Risk in the Comfort Zone)
I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people ’- Jeffrey R. Immelt
Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose trust ’- Dale E. Jones, vice chairman and partner with Heidrick & Struggles
We have no future because our present is to volatile. Will only have risk management ’- William Gibson
Risk management is a culture, not a cult. It only works if everyone lives it, not if its practiced by a few high priests ’- Tom Wilson
I think the rise of quantitative econometrics and a highly mathematical approach to risk management was the obverse of a decline in interest in financial history ’- Niall Ferguson
There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world ’- Jackie Stewart
Stronger regulation and supervision aimed at problems with underwriting practices and lenders’ risk management would have been a more effective and surgical approach to constraining the housing bubble than a general increase in interest rates ’- Ben Bernanke
If you don’t invest in risk management, it doesnt matter what business you’re in, it’s a risky business ’- Goldman Sachs president Gary Cohn
Adventure without risk is Disneyland ’- Douglas Coupland
Risk and time are opposite sides of the same coin, for if there were no tomorrow there would be no risk. Time transforms risk, and the nature of risk is shaped by the time horizon: the future is the playing field ’- Peter Bernstein, Against the Gods
As population susceptibilities are better understood, we will be in a better position than we are in today to make informed decisions about risk management ’- Samuel Wilson
Take calculated risks. That is quite different from being rash ’- General George Patton
All courses of action are risky, so prudence is not in avoiding danger, but calculating risk and acting decisively ’- Niccolo Machiavelli
Total enterprise risk management is critical, but implementing it is both expensive and easier said than done. Even the most sophisticated financial institutions are still basically silo risk managers ’- Danny Klinefelter, Professor and Extension Economist with Texas AgriLife Extension, Texas A&M University
Playing it safe is the riskiest choice we can ever make ’- Sarah Ban
The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management ’- Malcolm Turnbull
Business people need to understand the psychology of risk more than the mathematics of risk ’- Paul Gibbons,
Risk comes from not knowing what your doing ’-Warren Buffett
You have to take risks. You will only understand the miracle of life fully when we allow the unexpected to happen ’- Paulo Coelho
Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs ’- Michael Porter, Competitive Advantage
Risk management should be an enterprisewide exercise and engrained in the business culture of the organisation ’- OSFI Superintendent Julie Dickson, June 1, 2011 (courtesy Ethidex)
Risk is our business ’- Oswald Grübel, CEO at UBS
When our leaders accept the status quo, we run the risk of disaster ’- Max Bazerman from “Predictable Surprises”
The concept of ‘inherent risk’ is impossible to measure or even define. The idea of looking at risk absent all hard controls, soft controls, or mitigations, provides little or no useful information in most cases ’- Todd Perkins (from Journal of Applied Corporate Finance – volume 19 number 4)
It’s important to take risks but it’s idiotic to take them blindly ’- Terry Levine
Fail to identify the strategic risks and you fail as a business, no matter how well you manage your operational and project risks ’- Keith Baxter
Business as usual is business at risk ’- Deloitte white paper
Risk management is the identification, assessment, and prioritisation of risks ’- Wikipedia
Big Project Failures Claim Their Victims in Spectacular Fashion
You’ve just been assigned a high visibility failing project and you’re working round-the-clock to get the work to the client on time, despite the fact that the job bears barely any resemblance to the project you initially discussed. The scope keeps creeping, the risk and issue alerts are coming in thick and fast, the project is already two months past the original deadline, the clients are getting antsy even though they’re yet to provide you with various key pieces of information in order to baseline the project. Is this your chance to shine and showcase your skills?
If You Don’t Know Where You’re Going, You Will Probably End up Somewhere Else – Laurence J. Peter
If you manage to turn the project around and the project is successful, you will attract many fathers. However, if the project fails, you will probibly be offered up as the sacrificial lamb (scapegoat), there is absolutely no way around it. A high percentage of projects fail to deliver useful results, that’s a fact.
Project managers are regularly blamed for schedule delays and cost overruns for projects they inherit by no fault of there own, however, in most cases, the fault for such issues rarely lies with just one person.
Sufficient data has been gathered to indicate that blockers such as unsupportive management, senior sponsorship or low resource availability are as much to blame for project failure as ineffective stakeholder management or poor communication.
Capture all decisions
The only way to protect yourself is to ensure that you capture all decisions made in the project. In most cases many of these decisions will have been made by people above you. While you can influence decisions made by people under you. Get into the habit of building a dashboard early in the project and updating it each week with actuals. Also consider using a standard repeatable technique to analyse the health of your project.
Constrained resources
If you are in a project where resources are constrained, clearly outline the resources that you require to deliver the project in terms of time, scope, budget, risk and quality. If resources are pulled from your project, clearly articulate the affect of that in delivery terms and measure that to time delayed or cost added.
Risk and issues register
Operate a strong risk and issue register, ensure it is both visible and assessable so your team can actively participate in updating it.
Stop the project
Always remember, cancelling the project is not always a failure. There can be many reasons why the project may no longer be desirable now. If you have done your job well, you can be really successful by ensuring a project does not continue to meander along, wasting time and money when there is no possibility of completing the project.
Organisational change management
Unfortunately, the same can’t be said when there are organisation change management issues. While there are a few project managers who feel their jurisdiction ends at the triple constraint, most now understand the need to achieve the expected benefits from their projects.
So when is it fair to blame a project manager for poor implementation of a project’s deliverables, this is assuming that they were employed at the beginning of the project?
If they didn’t perform good stakeholder analysis during the project initiation stage as well as at regular intervals.
If they turned a blind eye and deaf ear to factors that could impact value achievement
If they didn’t insist on a clear communication strategy and progressive information sharing with relevant stakeholder groups.
If they didn’t engage influencers from key stakeholder groups throughout the project lifecycle.
If the organisation management deliverables were not built into the project’s scope definition and work breakdown structure.
Assuming the project manager was appointed at the start of the project and had undertaken all of the above, what are invalid reasons to blame the project manager if the project failed?
A lack of timely resource availability or commitment by the organisation
Directives to the project manager to not engage certain stakeholder communities
Ignorance by senior sponsors to management risks raised by the project team
A management decision that is too bitter a pill to swallow in spite of how much it has been sugar coated
Have any comments or stories that could help to expand this article?
The world of Procurement is seemingly full of impassioned people absolutely certain about what procurement is all about. Like other great lies, many of these half-truths and misleading ideas sound agreeable to the ears and comepackaged as good advice from influential people.
How many of these popular lies have you fallen victim to?
1. Procurement should have a seat at the C-table
It’s not so much an outright lie as an irritating half-truth – but the damage comes with what Procurement people do with it. The thought behind this is well-intended: Procurement people should be able to speak the language of senior executives as easily as they can talk about FIDIC or demand forecasting. Terms such as EBITDA, ROIC, and economic profit should be part of their everyday parlance. Procurement issues are often the least understood by the board and the CEO and must be explained in their language.
What on earth could be wrong with that?Nothing – if the Procurement people have full cognisance of their own tools and language – and can be persuasive to senior people of the value of Procurement.
Now, that’s where we have, what is kindly referred to, as a skills gap.
In reality, for Procurement with no reputation (outside of that pesky metric of cost) and few business-aligned projects to call upon, it can be incredibly hard to try and catch senior people’s ear – never mind a C-seat (see what I did there?).
2. You must carry out a competitive tender to obtain value for money
I’m trying to distance myself from the public sector here (noting I did co-author the CIPS book on contracting in the public sector) but even in the private sector there’s a desperate need to get three quotes.
Why three quotes?
Not five, not 11?‘Cos the rules say three; that’s why.
And the rules of Procurement policy and procedures, well, they can’t be broken because the CFO or the head of internal audit (all very commercial animals?) will be down on Procurement like a ton of bricks.
When the three quotes are received the following conversation occurs – the highest price is rejected – ‘they’re ripping us off’ followed by – and I love this one about the lowest price quotation – ‘the price is too low, they must have got the specification wrong’ – and the contract is awarded to the middle-priced one”¦.surely there’s a better way to deliver value for money?
Perhaps starting with actually defining it!
3. Procurement is the only source of governance for 3rd party spend
Being the only source would suggest a 100%, right?
I’d be amazed – and delighted – if Procurement governed half of all the 3rd party spend.Words such as ‘influencing’ are sometimes bandied about to shore up this lie. What a surprise that sales people are either trained, or very quickly learn ways, to actually bypass Procurement when selling.
And the reason?
Obviously marketing, IT, auditors fees, construction/property, recruitment (I could go on) is completely different, say the senior people in those departments – echoing the views of the oh so helpful sales people.And Procurement just never gets near, as they can’t articulate (deliver?) the value they can add.
I await the avalanche of people commenting on this telling me I’m wrong.Please be assured you are exceptional in Procurement.
4. Procurement welcome innovation and strategic relationships and anything other than lower price
Few businesses view Procurement as a strategic process. Most often, Procurement staff report to the CFO. This astonishing trend indicates that Procurement is still viewed as a financial / accounting activity and not an operational strategic activity that directly impacts the bottom line.
Suppliers; if you have an innovative product or service, recognise that Procurement’s ‘raison d’être’ is to deliver cost savings.That’s what they are measured on, that’s what the research with CPOs and the C-suite say is the #1 priority.There’s oodles of other priorities such as local sourcing, sustainability, innovation, partnering, risk management – I could go on and on and on.But that’s the one they get measured on. Think that through, next time you’re pitching.
The take-away
Perspectives on Procurement need to change, mature and grow up. Lies like these need to be re-evaluated and abandoned. Procurement needs to change the way they engage and manage suppliers and their internal stakeholders; ‘adding value’ (a dreadful phrase!) means so much more than asking for a discount.
Stephen Ashcroft BEng MSc MCIPS (speaking here, very much in a personal capacity!) is Associate Director, Procurement and Commercial Advisory at AECOM, a Fortune 500 company. He’s a procurement learner stuck in the body of a procurement veteran, and with over 20 years’ experience still sees the glass as half full. Working with leading organisations across diverse industry sectors, Steve helps clients reimagine procurement to drive improved performance. A recognised advisor, speaker, lecturer, and author; the ever-hopeful Kopite shares his bright-eyed/world-weary views on Twitter @ThinkProcure, LinkedIn and his blog.
AXELOS, the owner of the Global Best Practice Portfolio, has profiled an award-winning PRINCE2 ® project in its latest case study. Scheidt & Bachmann GmbH, the global solutions provider, describe how PRINCE2 – the world’s most popular project management methodology – helped them design and develop the hardware and software required for a new type of ticket machine for the German rail company Bayerische Oberlandbahn – and manufacture and install 64 of the new machines to a challenging deadline.
Originally a mechanical engineering company, Scheidt & Bachmann was established in 1872 and remains a family owned company. With 24 subsidiaries and more than 2,600 employees worldwide, Scheidt & Bachmann now provides technology solutions across a number of sectors. The fare collection systems division was created in 1978 and is a global leader in fare collection technology.
The award-winning project was centred around a new German rail infrastructure – the Meridian Line – that would open in December 2013 and be operated by Bayerische Oberlandbahn. Scheidt & Bachmann received an order in March 2013 to supply and install new ticket machines for the Meridian Line by 14 December 2013, the non-negotiable date for new stations to be operational. This posed a challenge to deliver a new customer-specific model of ticket machine in time. The project required new hardware design and the production of a prototype device for customer approval, as well as significant software development.
Mike Acaster, PPM portfolio manager for AXELOS said: “This is a fantastic example of PRINCE2 being used to ensure that a complex and demanding project is delivered as effectively as possible. Among the benefits of using PRINCE2, Scheidt & Bachmann found that applying PRINCE2 principles and processes increased common understanding and simplified decision making where differing priorities were involved.
“The use of PRINCE2 improved delivery and customer satisfaction in a project that, from the start, had challenging and immoveable deadline dates while introducing technical innovation.”
Daniel Weber, head of technical project management at Scheidt & Bachmann said: “PRINCE2 provided the perfect management approach for a project of this sort. Without an effective project management approach in place this delivery would have been extremely challenging. There were many complex requirements that needed to be successfully met in a very short timeframe, without any room for error. In the end, we delivered an excellent result for Bayerische Oberlandbahn – and have produced a new product which we are already marketing to other customers.”
Jürgen Kindler, project manager for Bayerische Oberlandbahn said: “Due to Scheidt & Bachmann’s effort and determination we were able to complete the project successfully within the time frame. Problems were communicated openly and solved quickly, which has greatly contributed to its success.
Change is good. It’s also often hard. The status quo can be so much more comfortable. But to succeed in business, you must run toward change. Companies most likely to be successful in making change work to their advantage are the ones that no longer view change as a discrete event to be managed, but as a constant opportunity to evolve the business
Here are 34 thought provoking change management quotes:
It is not the strongest or the most intelligent who will survive but those who can best manage change — Charles Darwin
One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment — Robert E. Quinn
Change before you have to — Jack Welch
You must embrace change before change erases you.
— Rob Liano
Change before you have to — Jack Welch
Too few leaders have the emotional fortitude to take responsibility for failure.
— Paul Gibbons, The Science of Successful Organisational Change: How Leaders Set Strategy, Change Behaviour, and Create an Agile Culture
People don’t resist change. They resist being changed! — Peter Senge
If you want to make enemies, try to change something — Woodrow Wilson
The key to change is to let go of fear — Rosanne Cash
The world hates change, yet it is the only thing that has brought progress — Charles Kettering
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things — Niccolo Machiavelli
Change is the law of life and those who look only to the past or present are certain to miss the future — John F. Kennedy
Even those who fancy themselves the most progressive will fight against other kinds of progress, for each of us is convinced that our way is the best way.
— Louis L’Amour
Whosoever desires constant success must change his conduct with the times — Niccolo Machiavelli
Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business — Mark Sanborn
Change your thoughts and you change your world — Norman Vincent Peale
If you don’t like change, you will like irrelevance even less — General Eric Shinseki (U.S. Army Chief of Staff, 1999-2003)
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn — Peter Drucker
Whosoever desires constant success must change his conduct with the times
— Niccolo Machiavelli
All is connected, no one thing can change by itself
— Paul Hawken
Learn to adjust yourself to the conditions you have to endure, but make a point of trying to alter or correct conditions so that they are most favorable to you — William Frederick Book
We would rather be ruined than change
We would rather die in our dread than climb the cross of the moment and let our illusions die — W. H. Auden
Every generation needs a new revolution — Thomas Jefferson
Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed it is the only thing that ever has — Margaret Mead
I’ll go anywhere as long as it’s forward — David Livingstone
Life isn’t about finding yourself. Life is about creating yourself — George Bernard Shaw
Adaptability is about the powerful difference between adapting to cope and adapting to win— Max McKeown
You can’t build an adaptable organization without adaptable people–and individuals change only when they have to, or when they want to — Gary Hamel
People will try to tell you that all the great opportunities have been snapped up. In reality, the world changes every second, blowing new opportunities in all directions, including yours — Ken Hakuta
A wise man adapts himself to circumstances, as water shapes itself to the vessel that contains it — Chinese Proverb
The price of doing the same old thing is far higher than the price of change — Bill Clinton
Each of us has the opportunity to change and grow until our very last breath. Happy creating — M.F. Ryan
Off-site manufacture of housing is not without its opponents, particularly in the traditional masonry sector who lobby hard for a site based approach which is low in capitalisation and highly responsive to the changes in economic circumstances. Prefabrication, they argue, is given unfair prominence through government support and is not the answer to the typical homeowner’s desired property. More precisely they argue that prefabricated homes are lightweight and therefore lack solidity and thermal mass and are unproven in their durability.
Transformation House: Former Granada Cinema, 58 St Johns Hill
The Grade II Star Listed Conference Centre formally the Granada Cinema has been sympathetically refurbished to portray the splendour and stunning architectural features of the original building.
Site history: Former Granada Cinema Architect:Assael Site area: 0.25 Gross internal area: 8,830 Number of dwellings: 59 Density: 236 Plot ratio: 1:3.5 Construction value: 15,000,000
Many attempts were made to revive this Grade II* listed building, which was on the English Heritage Buildings at Risk register. It has been vacant since 1997. All previous proposals included intrusive modifications to the magnificent listed interior.
This final proposal by Assael was based on the premise that it should allow for new construction without affecting the internal spaces. The solution was to suspend lightweight prefabricated modular residential units from full arches over the auditorium. In so doing, the auditorium would remain untouched by intrusive columns required by other more traditional construction methods. The listed ceiling would also be retained. Materials used would be glass, timber and steel. In addition, the design would ensure a total physical and acoustic separation of the uses. Within the development all residential units would have access to a terrace or balcony. Winter gardens, sun rooms and terraces have been staggered to prevent overlooking, whilst the planting between arches acts as privacy screens.
The auditorium is 34, 600 sq ft, and has the capacity for 2,500 attendees. Transformation House is surrounded by a lively mix of bars, restaurants, cafes and shops on Battersea rise, St Johns Hill, Lavender Hill and Northcote Road.
Curved surfaces can make a small space even smaller. The ability to organise the rooms vertically is reduced. But Dutch architects Queeste Architecten have managed to give this 320-square-foot micro-flat a spacious feel using lots of white, with built-in furniture and storage.
