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.

Integrated Project Delivery is not a new idea and there are many flavours of it available in the world of infrastructure, some with more demonstrated success than others.There is a lot of evidence that well-implemented IPD has significant benefits in project management terms i.e.

projects get delivered more reliably to scope, cost and time.While this is an important measure the big prize is in securing the delivery to a wider set of value drivers.. Never a fan of extolling a particular flavour or brand of approach, I am much more interested in the ingredients and the principles of any approach.For me, there are a number of foundations that make IPD valuable: -.

Each party does what they are best at and this includes the client.Having spent many years in projects I realised that our allocation of work is so often skewed by a mode of thinking and processes that ultimately destroys value.

We design detailed pipework with a one-stop-shop engineering company only to go through the ignominy of having it completely redesigned by the fabricator with the knowledge of manufacturing and construction.

We allow designers to make educated guesses for design decisions only for subject matter experts to critique and change.These approaches are already being explored and applied across sectors.. We also know that we can achieve industrialisation within the context of a cherished natural world if we have the intent and the imagination..

So, curiosity led me to a degree of anxiety at the size of task which confronts us, while also giving me flickers of hope that we have done, and can do, extraordinary things.We need that hope and the energy that curiosity brings to imagine and realise the solutions..

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.