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What makes mindshift different

Page history last edited by mrexmiller 1 yr ago
  1. Team Formation:  The time and effort we’re investing in team formation is distinct from other groups.  Team formation is a key factor for project success.
  2. Beyond Means and Methods: Other initiatives are focused on means and methods with an implication that our culture requires changing.  Our foundation is built on the belief and practice to a trust-based personal, company and industry culture change.  Without it we will simply overlay new methodologies over a broken foundation.
  3. Leadership Capacity: We have discovered to get beyond means and methods require the capacity to trust and become trustworthy.  We have created a context to develop those qualities and are developing the skill sets to lead our companies, clients and the industry toward developing trust-based endeavors.
  4. Sustainability is integral to our mission.  We believe that only through trust-based initiatives leading to fully integrated projects that sustainability will become a natural by-product and achieve a positive Net Present Value.   Our initial goal is to achieve Zero Carbon with a positive NPV leading us to reaching a positive environmental impact.   
  5. Holistic Business Model: Our focus tying the broader business case to the project and bringing the different stakeholders to an earlier common understanding of that business case is distinct.  Our goal is for the team to reach an “Aha” together and not for one member to present a “Ta-Da.”  
  6. Dashboard: This application provides an interactive model that compares conventional construction with our Purpose-Built approach.  
  7. Decision Software: Our effort to develop a pre-BIM modeling tool fills a gap both in creating the business case but also tying that to programming requirements.  This rules based software can play a key part for quick and early pre-construction project definition.  
  8. Team of Colleagues: Our formation is built on a common interest among colleagues as opposed to an industry trade initiative.  That distinction is reflected by a broader representation of stakeholders, our focus to work on projects as our basis for case studies, our ability to make decisions and take action more quickly and our ability to enter into a project with the intent to compare a conventional approach to a trust based model.
  9. Do-Tank to inform our Think-Tank Efforts: Our team has a bias toward learning through live projects as compared to extensive research.  
  10. Aggregating Change Initiatives: We have reached out to many of the different change initiatives to develop a common framework based on the particular advantages each offers.  Most initiatives are focused on one particular component within a larger mindshift.  Those components include; Integrated Delivery, Sustainability, Building Information Modeling, Leadership Capacity and a Life-Cycle Business Case Development.  
  11. Open Source: Our intention is to engage in projects to develop a proof of concept, document our learning, develop tools and methods to enable our efforts and then share them with the industry.
  12. Message aimed at: the C-suite, Developers and Senior Management within the Design & Construction Industry.  This makes our efforts unique in its objective to develop a business case approach as a catalyst for change as opposed to reaching the rank and file of each of the trade organizations.  We are adopting Ray Anderson’s strategy, CEO of Interface Carpet, of “doing well by doing good.”  This is part of our story we can leverage and share because it is at the heart of helping corporate America join the mindshift.

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