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..
Financial return over a reasonable cycle (e.g.10 years) with low/medium financial risk and brand value of being first to market.. Franchisees.
A return on franchise investment and attractiveness of the franchise..Developing these is a critical part of developing a clear understanding of the stakeholders and their individual paradigm of value.Engaging with the different groups will further enhance the knowledge and often change, modify or clarify the needs.
Creating, innovating, and assessing design ideas can only be done within the context of this captured understanding.. What needs to be remembered is that Value is not generated at a single point, there is a value chain.For instance, a good experience at a restaurant may start with the availability of the menus, ease of booking, adaptability to your needs.
Then move on to the welcome, the ambience, the food, the price, and so on.. And in the Value chain there may be clear ambiguities or conflicts that need to be resolved.
These can be brought to life by creating a value landscape.are being published by LETI - the London Energy Transformation Initiative.
LETI is a voluntary network of over 1000 built environment professionals who are working together to put London on the path to a zero carbon future.The publications will be free to access and are being backed by the Royal Institute of British Architects (RIBA) and the Chartered Institution of Building Service Engineers (CIBSE), as well leading businesses.
Gary Clark, Chair of RIBA Sustainable Futures Group, comments, ‘2020 is the year of climate action.We urgently need clear and practical guides on how to deliver net zero carbon future now.