Ushma Pandya addresses a most prevalent problem, and more importantly, provides strategic steps for integrating low-waste solutions into building designs.
Buildings are designed for comfort, productivity, entertaining and living. Buildings have historically not been designed to support low waste goals. However, that is changing as architects and developers have come to realize the importance of design in supporting low waste goals. A few years ago, the Zero Waste Design guidelines were developed and have been a catalyst for thinking about design and waste.
A simple example of the importance of design is the problem of collecting recyclable and organic materials (aka compost) in older office buildings. The pantries can be small and may not have a sink. There is no way to rinse recyclables and no room to put in a third bin for composting. If companies can solve the question of where to collect organic materials in their office space, the problem of where to store the compost bin in the loading dock area arises. If organic materials are not collected every day (and it may not be feasible economically), then a cold storage room is usually required to manage odors.
Without effective storage, tenants and property managers may be reluctant to embark on a composting program. The same issues arise in residential buildings where the refuse room is generally small and often does not have any room for compost bins, let alone recycle bins or any other specialty recycle bins.
Points covered in this article include:
- Establishing low-waste goals
- Understanding which key initiatives have design implications
- Identifying space requirements
Read the full article, Low Waste Goals Need to Be Designed into Buildings from the Beginning, on LinkedIn.
Umbrex is pleased to welcome Adriana Mascolli Fontes. Adriana is a former Senior Expert in the Organizations Practice at McKinsey with a focus on Organization and Leadership development. Since leaving the Firm in 2012, she has been collaborating with top boutique leadership consulting groups like Mobius Executive Leadership in designing and delivering leadership development programs. She is a certified Coach (ICF) and holds several certifications in the field of Organization, Culture and Leadership Development.
She spent 11 years at McKinsey, and prior to that 3 years at Monitor Group. She started her career at Banco Itau in Sao Paulo, Brazil and has a bachelor in Civil Engineering.
She has been living in Marin County, in the Bay area with her husband and two high-school children for 2 years. Prior to that, she lived in a sailing boat for 4 years, sailing from Seattle (US) to New Zealand. She speaks fluent English, Portuguese and Spanish. Her Italian is a bit rusty.
Adriana would be delighted to collaborate on projects involving organization, culture and leadership pillars.
Umbrex is pleased to welcome Shona Especkerman with Invictus Consulting. Shona is an accomplished management consultant and senior adviser with 20+ years of experience in Top Tier consulting firms (Booz & Company, Schlumberger, Accenture) on complex strategic engagements for companies, governments and investors. She has been running her own firm since 2016.
She has extensive experience designing innovative solutions for strategy, business development, organisation, business operations and digital challenges. She is passionate about collaborating with senior executives, investors and government officials in Asia Pacific and the Middle East’s fast growing markets to cultivate new business opportunities and create competitive advantage. Her sector experience includes energy, petrochemicals, e-commerce, logistics & transportation, financial services and retail.
She lives in Kuala Lumpur, Malaysia with her fiance, 2 dogs and cat, and is an avid meditator and yoga practitioner. Shona is happy to collaborate on projects involving Strategy, Organisation and Operations
Dan Markovitz explains why using post-it notes may not be the best way to organize your workflow.
One of my clients, a physician in an academic medical center, has been struggling with her personal kanban. She avoided all the common pitfalls—she kept finished tasks in her Done column, limited her WIP, and used Super Sticky Post-It notes to ensure that she didn’t lose any work to evening janitorial services. But she wasn’t making a whole lot of progress, which left her frustrated with the kanban—it wasn’t helping her manage her work.
A closer look at the Post-Its revealed the problem: giant tasks (projects, really) that had no chance of getting finished in anything less than a few months—in her case, “Work on R-01 Grant,” “Write New Oncology Paper,” “New Patient Intake Protocol,” among others. If you were to scale a note to the size of the task written on it, these should have been about the size of a Times Square billboard, not a 3×3 Post-It.
Read the full article, Why Ping-Pong Post-It Notes are Bad for You, on the Markovitz Consulting website.
Stephen Redwood provides a post that addresses a common problem most companies face when shifting to a new system: how to organize all the moving parts to prepare for the transformation.
Not since the world went from moving around by horse and cart to the use of steam engines, has the pace of change accelerated as much as it is now. So, when back in February 2018 Forrester published a paper entitled Digital Rewrites the Rules of Business it quite rightly focused on the need for companies to think transformational, rather than incremental when figuring out how to adapt to the digital world.
Many of my clients are on this journey and have asked me the question: “How should we organize for digital?”
Points covered in this article include:
1: The right reporting line for digital
2: Capabilities within the digital function
3: How to resource digital
4: The readiness of company culture
Read the full article, How Should We Organize for Digital?, on LinkedIn.
Stephen Redwood explains how organization design projects can fail to meet their objectives.
It’s a funny thing, but when it comes to the subject of organization design the first question clients usually ask me is: “How can we not screw this up?”Not unreasonably, clients recognize how unsettling these projects can be. They know that, too often, the results can fall short of expectations, so they want to minimize disruption and increase the odds of success.
In this article, points covered include:
-“Men are Moved by Two Levers Only: Fear and Self Interest”
-What The Eye Doesn’t See The Heart Doesn’t Grieve Over
-Broken Rearview Mirrors
-Everyone has a best friend
Read the full article, How Do Organization Design Projects Get Messed Up, on LinkedIn.