Wfs2009 Leading Change

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Anticipating and leading change is the new holy grail for business and consultants. "The Commercial Real Estate Revolution" tells the story of a highly successful initiative between 15 of the largest organizations in the commercial real estate, design and construction industry. This presentation describes the process and results of Operation Mindshift and the principles behind leading innovation for organizations and industries.

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Wfs2009 Leading Change

  1. 1. A new way of thinking about an old problem. Sunday, July 19, 2009
  2. 2. Results: This is a story about transforming a broken industry and a story about getting paid to lead innovation on a large scale. Sunday, July 19, 2009
  3. 3. Results: www.thecrerevolution.com (save $15 and get a free ebook) http://www.slideshare.net/mrexmiller Sunday, July 19, 2009
  4. 4. http://www.millenniummatrix.com Sunday, July 19, 2009
  5. 5. Results: 2005 Futurist Magazine Sunday, July 19, 2009
  6. 6. Future Vertigo Organizations face unprecedented competition uncertainty and risk. They typically react to changing circumstances than respond with foresight. Sunday, July 19, 2009
  7. 7. My Role as a Futurist? Provide an Orienting Framework Discover The Limiting Paradigms Walk Them to the Edge of the Cliff Help Induce a Near Death Experience Meet the Ghost of Business Past and Future Build Leadership Capacity for Change Sunday, July 19, 2009
  8. 8. A Prescription for Success Sunday, July 19, 2009
  9. 9. Operation Mindshift is comprised of AIA, GSA, Gensler, KPMG, Metropolis Magazine, Turner Construction, Haworth, Walter P Moore, Acoustic Dimensions, Kyle Davy Consulting, Lucchesi Galati Architects, Transwestern, Cushman & Wakefield, Solidus, and Aardex. Our purpose is to shift the building culture toward greater collaboration and integration. Sunday, July 19, 2009
  10. 10. What is the nature of building? • Complex • Relational • Requires tight coordination • Fluid • Interactive • Iterative • Discovery • A system Sunday, July 19, 2009
  11. 11. What is the nature of the current system? • Fragmented • Silo’d • Linear/sequential • Hierarchical • Adversarial • Scope • Low Price • Anticipates litigation Sunday, July 19, 2009
  12. 12. The Brutal Facts • $500 billion annual WASTE (buildingSmartAlliance) • 50%+ Waste in the System (buildingSmartAlliance and Lean Construction Institute) • 48% of Green House Gases (Energy Info Admin Statistics and Pew Climate report) • 70% Over Budget and Late (Egan report) • 10-12% Annual Cost Escalation (RS Means) Sunday, July 19, 2009
  13. 13. If Corollas were Design-Bid-Build? Design-Bid-Build… Integrated… It would cost: $44,000 It would cost: $16,000 and it would be • Late • Over budget • Value-engineered • Missing parts • and have No warranty Sunday, July 19, 2009
  14. 14. Silos Adapted from: McDonough Holland & Allen PC Attorneys At Law Sunday, July 19, 2009
  15. 15. Hierarchal Delivery Model Sunday, July 19, 2009
  16. 16. Fielding a New Team Every Project Sunday, July 19, 2009
  17. 17. 80% of the Cost is Brought in Late Adapted from: McDonough Holland & Allen PC Attorneys At Law Sunday, July 19, 2009
  18. 18. “Buildings Leak at the Intersection of Contracts” Adapted from: Todd Zabelle, Strategic Project Solutions Sunday, July 19, 2009
  19. 19. Turning the System Upside Down 9 Keys 1.Trust-based turnkey teams 2.Early collaboration 3.Built-in sustainability 4.Transformational leadership 5.Big BIM (Building Information Modeling) 6.Integrating Project Delivery 7.Shared risk/Shared reward 8.From Stick-Built to Assembly 9.Leveraging Workplace Performance Sunday, July 19, 2009
  20. 20. 18 Case Studies • Signature Center • Camino Royale - Sutter Health • NY Times • Autodesk - NJ • AmerisourceBergen • Novartis • Desert Living Center • Solidus Sunday, July 19, 2009
  21. 21. Results • LEED Platinum for less than conventional Results: construction • 10% under budget, 6 months early, 5 MEP change orders • Offsite construction solution for less than conventional construction, 25% time reduction • 500,000 square feet designed and delivered in nine months, 7% under budget • Social engineering became the key to award winning design and bringing together multiple stakeholders • 12 years of guaranteed price, move-in, no change orders with a one page contract. Sunday, July 19, 2009
  22. 22. Results: Leading Off Road Innovation Sunday, July 19, 2009
  23. 23. Results: Sunday, July 19, 2009
  24. 24. Results: Sunday, July 19, 2009
  25. 25. Results: Sunday, July 19, 2009
  26. 26. Results: Sunday, July 19, 2009
  27. 27. Results: Sunday, July 19, 2009
  28. 28. Results: Sunday, July 19, 2009
  29. 29. Results: Sunday, July 19, 2009
  30. 30. Results: Sunday, July 19, 2009
  31. 31. Results: Sunday, July 19, 2009
  32. 32. Results: Sunday, July 19, 2009
  33. 33. Recruit • 2004 Dream Team vs. 2008 • Start with the bottom of the food chain • Connect their challenges to the larger picture (from victim to change agent to revolutionary) • Find a vehicle to open a dialogue with key stakeholders from the entire food chain • Include early adopters within marquee companies and innovative thought leaders from outliers Sunday, July 19, 2009
  34. 34. Align Through Dialogue • See from others view • Surface the common problems • Describe the governing principles and rules • Uncover the ruling paradigm • Imagine starting with a blank sheet of paper • What does fulfilling our highest aspirations look like Sunday, July 19, 2009
  35. 35. Discovery: The Journey to the Aha! • You are not alone • Find other early adopters and those fed up • Begin to connect these dots • Hear their stories • Find their unifying framework • Identify the operating principles • Develop the narrative Sunday, July 19, 2009
  36. 36. Proof of Concept • Going from Think Tank to Do Tank • Invite those who have succeeded • Challenge the current myths and conventional wisdom • Create your own prototypes • Collect other stories Sunday, July 19, 2009
  37. 37. Bringing it Home • Figure out the business model • Keep it outside the mother ship • Learn to be ambidextrous • Create a beta program using different scenarios • Pick early adopter team members • Aim for the low hanging fruit Sunday, July 19, 2009
  38. 38. Tell the Story • Among colleagues • To clients • Speak at events • Write articles and blog • Find a publisher Sunday, July 19, 2009
  39. 39. What’s Next Sunday, July 19, 2009
  40. 40. After That? • Creating Integrated Alliance Teams within Commercial Real Estate • Mindshift for Workplace Performance • Mindshift for Building Information Modeling • Mindshift for Non-Profits Sunday, July 19, 2009
  41. 41. On the Horizon • Creating a Mindshift for Education • Creating a Mindshift for Health Care Sunday, July 19, 2009
  42. 42. Results: www.thecrerevolution.com Rex Miller rex@rexmiller.net ttp://www.slideshare.net/ mrexmiller Sunday, July 19, 2009

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