LIGHTHOUSE ADVISORS

Create the Future

We believe it is time to shift our focus from

“Rules of Engagement” to

“A Covenant of Stewardship.”

LIGHTHOUSE ADVISORS

By Making Changes

LIGHTHOUSE ADVISORS

Revolutionize

LIGHTHOUSE ADVISORS

Vision

• Position ourselves in those industries in which we can be best in class.

• Maintain a commitment to entrepreneurial ventures through R&D.

• Support passion and excitement in every employee.

LIGHTHOUSE ADVISORS

We embrace this goal

Reduce project delivery time by as much as 50% and perhaps achieve equivalent reductions in project costs.

LIGHTHOUSE ADVISORS

Where are the costs?

EVERYWHERE.

LIGHTHOUSE ADVISORS

What affects the costs?

Fundamental factors• Function: “My basic need”• Envelop: “Keeping the rain

out”• Money: “Baseline costs”• Schedule: “When can it be

done?”

LIGHTHOUSE ADVISORS

What affects the costs?

Subjective factors• Function

– Program, planning

• Envelop – Design, image, materials

• Money– Changes, mistakes

• Schedule

LIGHTHOUSE ADVISORS

Where is the waste?

• Within each process• Lack of shared clear definition• Continued fragmentation• Within the handoffs• Lack of empathy among parties• Lack of common language

(communications, attitudes, translation, agendas)

LIGHTHOUSE ADVISORS

Present: Thinking and acting separately

Action 1 Handoff Action 2

LIGHTHOUSE ADVISORS

Present: Thinking and acting separately

Needs Design Construction

Owner ContractorA/E Team Owner

Occupancy

LIGHTHOUSE ADVISORS

Cost Benefit of Decision Timing

020

406080

100120

1 2 3 4 5 6 7 8

Time

$

LIGHTHOUSE ADVISORS

Cost of Making Changes

LIGHTHOUSE ADVISORS

The result?

LIGHTHOUSE ADVISORS

Future: Thinking and acting together

• Major decisions made collectively at the beginning.

• Concurrent thinking at all times.• Coordinated actions based on a

common language.• Work product upstream affected

by needs downstream.

LIGHTHOUSE ADVISORS

Future: Concurrent thinking

Owner

Architect

Engineers

SubsManufacturers

Occupant

Contractor

Major decisions reached by concurrent thinking during the Definition Phase of the project

=

LIGHTHOUSE ADVISORS

Future: the Definition Phase

• Define Intent– What is the problem?– What’s required to solve the problem? – What are the appropriate solutions?– What are the goals?

• Define Parameters– Programmatic– Operational– Building Performance– Image– Communication protocols

LIGHTHOUSE ADVISORS

Future: Coordinated Actions

Major decisions reached by concurrent thinking

Needs

Design

Engineering

Suppliers

Construction

LIGHTHOUSE ADVISORS

Future: Common Language

Needs

Design

Engineering

Coordinated instructions

Required information

Suppliers

Construction

LIGHTHOUSE ADVISORS

The Future

Needs

Design

Engineering

Coordinated instructions

Required information

Suppliers

Construction

LIGHTHOUSE ADVISORS

The Future: Clear, Concurrent, Coordinated & Common

Needs

Design

Engineering

Coordinated instructions

Required information

Suppliers

Construction

LIGHTHOUSE ADVISORS

Oh, Happy Days!

LIGHTHOUSE ADVISORS

Implementation

• Establish A/E and C alliance• Assemble joint prototype team• Identify building sector• Create models and measures• Find best candidate client• Establish three-way alliance

LIGHTHOUSE ADVISORS

Implementation

• Define 3 sequential projects• Apply model to Project 1• Review/test/evaluate/revise• Apply revised model to Project 2• Review/test/evaluate/revise• Apply revised model to Project 3

LIGHTHOUSE ADVISORS

Which industries?

• Pharmaceuticals• Hi-Tech R&D and Manufacturing• Telecommunications• Schools• Laboratories

“Position ourselves in those industries in which we can be best in class.”

LIGHTHOUSE ADVISORS

Where do we find the 50%?

• Uneducated owners.• Polarized participants.• No clarity, buy-in or leveraged

knowledge from the start.• Fragmented process; hand-offs rather

than linkages.• Lack of empathy.• Redundant work.• Attitude

“Reduce project delivery time by 50%.”

LIGHTHOUSE ADVISORS

How do we attack the “50%”?

• Educate the Owner• Collectively make all major decisions up

front; develop immersive imaging tools and real time relational databases.

• Develop information flow linkages and common language.

• Structure upstream work-product on the basis of downstream needs.

• Cross-hire senior staff

“Reduce project delivery time by 50%.”

LIGHTHOUSE ADVISORS

How do we attack the 50%?

• Collectively make all major decisions up front; develop immersive imaging tools and real time relational databases.

• Develop information flow linkages and common language.

• Structure upstream work-product on the basis of downstream needs.

“Reduce project delivery time by 50%.”

LIGHTHOUSE ADVISORS

A New Delivery Venture

Customer

Beck A/E/P

A LONG TERM RELATIONSHIP

Concurrent, Coordinated and Common

LIGHTHOUSE ADVISORS

Life is Beautiful!!