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Sher is a finalist in the ‘Best Woman Software Engineer’ category of the WICE Awards and has an MSc in Adaptive Architecture and Computation from UCL, The Bartlett.

It is the fundamental similarity between complex projects that led us to develop a method that is at once systematic, probing and analytical, and open and engaging in a way that both stimulates and supports a team’s creativity.. We realised that reaching the most efficient version of the most effective solution to their problem in an iterative and collaborative way, is what would truly deliver value to our clients.As design becomes an increasingly automated activity, our role has been to develop a robust framework that focuses on organising the creative steps in the overall design process that are not easy to automate.

These are the steps that require human judgment and interaction with stakeholders.. Design to Value – building on combined strengths.We call this method ‘Design to Value ’.It focuses on the objectives of our clients and all stakeholders, and combines their expertise in their products or service, with our expertise in design, engineering, modern methods of construction, manufacturing and digital construction technology We use this combined expertise to drive value into the design process..

Although this might sound obvious, it’s a long way from what actually happens in a lot of situations, which aren’t Design to Value led.Typically, clients spend a lot of time thinking about what they want out of a building.

They try to formulate the solution as precisely as possible and then appoint a design consultant to turn that into a good design.

Stakeholders are consulted along the way and experts review the design at certain points, but have little control over a concept that is put forward by the lead designer and is not always based on a full understanding of all relevant aspects.There was agreement to bring in and include contract manufacturers into the conversation as they have an equal stake and influence on the path forward, particularly in the simplification and pragmatism of any solutions.. Other areas were left more open and the conversations continue..

In reflecting on the day, I believe what struck me most was what happened at the end of the timetabled discussion.Attendees stayed on, clustering into smaller groups and over coffee and lunch continued to build relationships, share ideas and challenges.

I was left thinking that this is how transformation happens..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..