1. uttiya bhattacharya SELECTED WORKS
[4X4]
Four projects and engagements. Four slides each
…and a few things here and there

2. [1/4] The Mahabharata 360 Project – Developing a visual language for India’s greatest epic, for all media
[2/4] Design Habit – Organizational Development and management for a multi-disciplinary design
organization diversifying into multiple products and services
[3/4] Select CITYWALK – Strategic design management for a USD 100 million mixed use facility carrying
1.3 million sq ft of commercial space
[4/4] 2nd Foundation Theatre – Founding and running an amateur theatre organization of architects in
Delhi doing cutting-edge theatre
[i] Scatter/Bubble analysis of key projects – Measuring progress, growth and emotional satisfaction
[ii] Wordle and the CV – A text-based data visualization of the detailed CV, offering insights and revelations
uttiya bhattacharya Ι SELECTED WORKS [4X4]

3. [1/4] The Mahabharata 360 Project – Developing a visual language for India’s greatest epic, for all media
A leading film production house in India wanted to build upon the Mahabharata – India’s greatest epic, and create ALL
possible media spin-offs from it. The design office was charged with creating and incubation a special-projects team. Put in
charge of the operation, I put together a team of eight, comprising of architects, artists, animators, production designers and
graphic designers
uttiya bhattacharya Ι SELECTED WORKS [4X4]

4. We chose to approach the complicated problem by creating a consistent visual language for all collateral. After an initial process of exploration, we broke
down the visual deliverables into four primary components. Characters, Weapons & Armour, Environments and Transportation
uttiya bhattacharya Ι SELECTED WORKS [4X4]

5. Throughout the development process, the team
dynamics of extremely talented but egoistic
individuals , played out in interesting ways. Conflict
resolution – both creative and commercial was
collaborative and dialogue based, rather than
linear command-and-control. Developing collateral
for identity and marketing, creating market-launch
strategy, etc, all happened by methods of round-
table critique and repetitive iteration. Leadership
was more akin to first-among-equals, with
analogies of the knights of the round table adding
context as well as purpose to the mythology-
centric exercise.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

6. The first spin-off of the project, an immersive multi-media stage-show titled “Karna, Warrior of the Sun” ran into packed theatres for its 3 weeks of running.
Subsequent projects are currently under development.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

7. [2/4] Design Habit – Organizational development and management for a multi-disciplinary design
organization diversifying into multiple products and services
The multi-disciplinary design studio with a key strength in creating thematic spaces was poised for growth and change. There were a few high-
profile museum projects on the verge of being commissioned. Further, there was an opportunity to diversify from a purely design consulting
organization to a design-build agency, as well as take some products and services to market – opening up new lines-of-business.
However, there were challenges. We were small and organic. We were also undisciplined – a set of creative professionals without management rigor
supporting us. We needed to set our targets, and measure progress periodically in order to meet our expectations of progress and prosperity.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

8. Financial Statements – 3 years with projections Expenses Comparative
Financial Analysis
1,50,00,000.00
Design Habit
Actuals Projections
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010
Direct Expenses 21,07,253.00 1,01,11,534.00 1,00,13,247.00
1,00,00,000.00
Overheads 13,09,168.00 19,50,790.00 41,16,839.00
Purchase Accounts 0.00 0.00 87,722.00
Total Expenses 34,16,421.00 1,20,62,324.00 1,42,17,808.00 2,68,89,930.00 Result 8,43,75,000.00 Result
Direct Incomes 25,77,351.00 1,33,88,524.00 1,58,28,775.00 50,00,000.00
Indirect Incomes 78,931.00 3,405.00 4,067.00
Sale Income 1,43,162.00 0.00 6,50,000.00
Total Revenue 27,99,444.00 1,33,91,929.00 1,64,82,842.00 3,43,89,930.00 Target 11,25,00,000.00 Result
Revenue Growth 378.38% 23.08% 108.64% Result 227.13% Target
P&L -6,16,977.00 13,29,605.00 22,65,034.00 75,00,000.00 Result 2,81,25,000.00 Result
0.00
Profitability Growth -315.50% 70.35% 231.12% Result 275.00% Result
1 2 3
Overheads Percentage [O/D] 62.13% 19.29% 40.76%
Profit Percentage [P/R] -22.04% 9.93% 13.74% 21.81% Target 25.00% Target
In a leadership position, I began to run metrics on past Revenue Comparative
revenues, expenditures and profitability - to chart current growth 2,00,00,000.00
curves. This established a growth target.
1,50,00,000.00
However, added to this was an added objective - that growing as
an organization in terms of profitability, man-power and revenue 1,00,00,000.00
- should not take away the inherent benefits and beauty of
performing as an organic, highly creative series of individuals 50,00,000.00
doing exemplary cutting-edge work. 0.00
1 2 3
NOTE: Numbers depicted here are illustrative only, and no
measure or reflection of actual organizational revenues. The
actual figures are confidential and proprietary, and under strict
non-disclosure Profit & Loss Comparative
30,00,000.00
20,00,000.00
10,00,000.00
0.00
1 2 3
-10,00,000.00
uttiya bhattacharya Ι SELECTED WORKS [4X4]

9. With qualitative and quantitative
growth targets in place, there emerged
the need to restructure the
organization from the then- existing
situation [top] to the current structure
[bottom].
Though the functional boxes increased
three-fold, there were individuals
performing multiple tasks within the
system, crossing functional verticals, as
well as hierarchies.
This allowed for a flat, organic
perception of working, while retaining
the flavors and nuances of the earlier
system.
Adding performance metrics and a
periodic review system, with an open-
ness to dialogue and question – as well
as frequent trading of roles to grow as
professionals, helped boost morale
within the organization, which was
critical to survive the growth stress.
Additional functions like a business-
development and strategy
secreteriat, and an external board of
advisors helped poise the organization
to maintain financial growth with a
comparably reduction in
expenditure, boosting profitability.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

10. Over a period of agile course-correction and progress monitoring, the organization grew four-fold in revenue, and twice in man-power. It has delivered
seminal projects like the Mahabharata 360 visual language program, phase 1 of the Khalsa Heritage Centre, and is in the process of delivering three more
benchmark museums in the country.
The design-build line-of-business is successfully in operation, generating a considerable proportion of the billed revenue.
Human resource has become more efficient, happier and wealthier
uttiya bhattacharya Ι SELECTED WORKS [4X4]

11. [3/4] Select CITYWALK – Strategic design management for a USD 100 million mixed use facility carrying
1.3 million sq ft of commercial space
A leading travel, tourism and hospitality group won the bid to develop a mixed-use retail facility in the heart of downtown
New Delhi. Invited to join the start-up team for the SPV company as the fourth member, the initial mandate was to work
closely with the team, and take a leadership role in co-ordinating and managing the external design consultants.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

12. Serving as the central node between Architects, Interior Designers, Branding & Leasing Agencies, Potential Tenants, Lighting Designers and Landscape
Architects, the primary objective was to safeguard commercial interests of the project. The mechanics and dynamics of debt funding, competition in a
saturated market, dealing with discounted cash-flows and future operation plans – all served to focus efforts of external agencies – not merely through the
lens of good design, but good business as well.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

13. Additional roles during the tenure as Design Manager were to develop critical B2B collateral, participate in leasing negotiations as a subject-matter-
expert, and develop theming of various spaces based on customer needs.
Close attention was paid to issues of catchment, location, trade & tenant mixing, visitor experience and brand recall for B2C marketing transition.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

14. The facility, when completed, went on to win multiple design and customer satisfaction awards, including “Most Admired Shopping Centre” for 3 years in
succession. Today, this serves as the principal retail landmark of New Delhi, impacting the architectural fabric of the city, as well as the retail dynamics of the
country.
International brands ranging from luxury retail, apparel, F&B and entertainment operate out of this facility. What is significant is that vision concieved during
initial design has been met without alteration in its present avatar.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

15. [4/4] 2nd Foundation Theatre – Founding and running an amateur theatre organization of architects in
Delhi doing cutting-edge theatre
2NF
2nd Foundation Theatre
In 2000, four architects from the School of Planning and Architecture wanted to take their love for theatre to the next
level. Having been active in the theatre society of the school, we decided it was time to take our skill to the
professional world. 2nd Foundation Theatre was formed and incorporated as a registered society.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

16. Our first production “Waiting for Godot”, delivered on a shoe-string budget received much acclaim. More enthusiasts
– all of them professionals of design, business and management, joined the organization, with the aim of doing
relevant, contemporary and experimental theatre in the city.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

17. 2NF
The projects and productions that followed all received critical accolades, with the products being labors of love of the participants. In a truly collaborative
manner, the processes of acting, direction and stage-craft were adopted from the best of the worlds of theatre and design.
All productions have been marked by remarkable visual design, extremely low costs of production, and a sense of shared ownership among the participants.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

18. 2 NF
Nine years and many productions later, 2nd Foundation Theatre continues to grow, adding to the rich theatrical
tradition of India, through the shared vision of its members, by the means of design and architecture.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

19. A Scatter/Bubble
Analysis of Selected
Works
X Axis – Timeline
Y Axis – Earning from Project
Size of Bubble – Project Duration
Revenues
Bubble Label – Project Name
Bubble Color – Personal Satisfaction derived from Project
Time
1997
1998
1999
2001
2002
2004
2005
2006
2008
2009
2010
Satisfaction Color Index – the VIBGYOR Scale
Violet – Most Satisfying
Indigo
Blue Data Visualization derived from a self-
Green created visualization tool combining Scatter-
Yellow
Orange
graph, Bubble-graph and *.xls dataset entry
Red – Least Satisfying
uttiya bhattacharya Ι SELECTED WORKS [4X4]

20. CV Visualization
Powered by wordle.net As “Delhi”, “Project”, “Design” and
Putting a detailed CV through an automated text analysis
“Development” stand out, and
from Wordle.net throws up interesting revelations. “Architect” is subdued, tells a
This analysis, which groups related text according to lot, that a first glance at a CV does
contextual semantic proximity, and allocates size based on
recurrence, has the possibility of throwing intuitive insight not.
into a classical professional assessment tool such as the CV.
uttiya bhattacharya Ι SELECTED WORKS [4X4]

21. Sketch: Charles Eames [1907-1978]. Architect, Furniture Designer, Design
Thinker
Similar to Eames’ method of overlapping objectives of stake-holders determining good design, there is a possible
analogy to the world of good business, with applied design thinking.
With dialogue, criticism and interaction, business objectives of profitability can be intersected with the objectives
of participants, stake-holders and society to arrive at models for good business.
uttiyo@design-business.net
http://www.design-business.net/