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In his book Outliers, the author Malcolm Gladwell repeatedly demonstrates that to achieve a significant measure of success in any field requires about 10,000 hours of practice.
Well, at Claremont we have amassed quite a bit more than the requisite amount of time on Design and Build projects and so we think we are pretty well qualified to know not only how they can deliver exceptional results but also something about the fundamental strengths and weaknesses of this approach. We also know that while it isn’t always the ideal route, it is still not considered for too many projects.
This is surprising because research, experience and intuition all tell us that in most cases, the simplest systems achieve the best, fastest and least expensive results and that the success of any project will often be measured in inverse proportion to the number of people involved, the number of decisions these people have to make, and the number of times they have to communicate with each other.
This is the underlying principle behind ‘Design and Build’; often the best, fastest and least expensive method of developing and implementing an office design project, yet also one of the least understood, especially with regard to its ability to deliver exceptional design.
This Briefing is aimed both at those who want to find out more about Design and Build and at those who may have preconceptions. It is an idea based on the most fundamental of principles. That by keeping things as uncomplicated as possible, it can deliver the best value, best design and the best response to a brief in the quickest time and at the lowest cost. Simple, really.