Instead, compliance is pre-baked into the design through rule sets and parameters that are agreed up front by multiple engineers.

Chip Thinking®️ brings everyone together.It looks at a process from end to end, whether that be a manufacturing process, or a people-driven process, like a hospital.

This process is broken down into spaces where key parts of value are added.This could be a manufacturing step in a factory, or security check in an airport.We call these pieces of the value chain Chips, and strung together they form our process.. Chips provide physicality.

They allow engineers to design and simultaneously generate data.This data can then be used by other departments.

For example, finance can use it to determine Cost of Goods, amongst other things.

Chip Thinking®️ brings together different perspectives and allows people to see what an early representation of a project looks like.Guided by the value-we-can-create and the values-we-hold-to, we can constantly change the way we come together to find solutions to problems.

Being in the construction industry we can see how we can make playing the fiddle on the roof safe.. Maybe what we need to do is ask the fiddle player why they are there, what is their purpose and what do they need.The answers to these questions may open up a whole new level of understanding..

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.