This process of fine tuning the concrete enables it to be kept as low-carbon as possible, optimising it for strength, while still keeping the building process as quick as possible.

• rapid iteration.• divergent thinking.

• evidence-based design.• innovation and invention.• trying things and failing fast.

These processes act as a tool bag: one is never sure at the start of a project the necessary order of things – although dialogue always comes first..Many clients might expect a roadmap that they can follow, but part of Design to Value is the capacity to live with a bit of uncertainty.

Clients need to understand that their project team members might feel uncomfortable about a new and unfamiliar process and we encourage the senior client representative to reassure their team that this is expected and it’s okay.

They need to understand that the standard processes are comfortably wrong: everyone feels comfortable about them but they produce the wrong answer, and that is because the path is predefined.. Once the values of a project are established, diagramming begins.Rather than resisting the process, the big players of the construction industry need to acknowledge the reality of where we’re heading.

They should be evaluating the types of opportunities this will create and figuring out how to shape themselves in order to take advantage of those opportunities.They need to work out how to address the vast, global market that’s on the way.

We are now starting to see people considering these issues.. P-DfMA for the future.From the aging demographic to the impact of COVID-19, the challenges facing the construction industry have never been starker.