Cultural change at nissan motors,how to change the ip address on my laptop,how do you know somebody is your soulmate - PDF Review

Copyright © 2012 Autos Post, All trademarks are the property of the respective trademark owners. Moving an entire company across the country is an incredible task, and an even more incredible opportunity.
Jeff Kuhnhenn: We had some unique challenges because they had not announced the move to their people internally.
The takeaway from this is that we have to be flexible because we provide more than buildings for our clients. Jack Weber: Because they had not yet announced the relocation to Tennessee internally to staff, we could only develop concepts based on assumptions and on the basic information provided at the time.
Since Nissan is one of the world’s leading automakers, they had to consider the implications of the new building and how it might impact their brand. Jack: To add to what Jeff said, brand and corporate culture at Nissan are very well defined and fused together. Jeff: The building is a fairly sculptural structure with some very formal aesthetics to it, so the shape of the building was important. Jack: Nissan Americas was given a directive by the CEO to implement an alternative office program that would target at least 15 to 20 percent of the staff to work virtually.
Since this project had so many pieces to it, what role did 3-D imaging play in your proposal? Jeff: We used a lot of 3-D imaging and maintained up-to-date models throughout the design process.
Jeff: A huge benefit of having a good model is what I call protecting the scope, and for exactly that reason, we strongly recommend 3-D models to our clients who hire a contractor.
Jeff: It was really a gradual translation of two rectangular office buildings of typical size that were put together to make this single floor plate. Jack: There was a commitment and a vision from the top, and they understood from the very beginning the benefits of a work environment that responds to their corporate culture.
Jack: Leading a firm of that caliber through the process of making smart decisions, and even changing their standards and strategy surrounding the workplace, was very rewarding. Jeff: I run into Nissan people from time to time, and they always have nice things to say and are legitimately proud of the building. The proudest moment for me was when the CEO, Carlos Ghosn, flew in from France for the unveiling of the design. Gresham, Smith and Partners provides design and consulting solutions for the built environment that contribute to the success of national and international clients.
Our blog for discussions on issues and trends that are impacting the design services industry. News Corp is a network of leading companies in the worlds of diversified media, news, education, and information services. Discuss the opportunity to help provide a smooth transition for Nissan’s operations and culture. For a little while, the building actually advanced ahead of the internal development because we couldn’t speak to anybody. So, yes, in the beginning, we started in a reactionary mode to provide design concepts and site analysis that they needed to make early decisions about the site selection.
The brand is what you want the public to see and think about you, and your corporate culture is how you do business internally.
Depicting these elements throughout the campus design was one of the most important parts of the process. We had to have early-release packages, contractors on board early, and certain pieces of the project procured early. Because of that, we had to lock down the column grid and understand the structural system pretty early on, and we had to be willing to live with it after a certain point. Each of these, but especially the alternative office concept, had a tremendous impact on the size of the floor plate and ultimately the building.

As I developed the design of the shell of the structure, we had a working model of the building that enabled us to have a clear understanding of the structural requirements. Typically, a contractor will often take a look at the drawings, do some math, and tack on a whole host of other contingencies to their budget estimate. Then we shifted to breaking down the building into neighborhoods of different interior spaces.
Discuss the workplace strategy and how their work environment responds to the way they like to run their business. As an architectural response, 95 percent of the enclosed spaces throughout the building have clear glass front walls.
In Japan, for instance, there’s a tremendous formality in the meeting process and the interaction between staff.
Any special surprises or processes that could be carried forward and used on future projects?
I really want to continue this trajectory toward a more cross-disciplined approach to designing and developing ideas that generate value for clients. We could have easily just listened and simply given them what they asked for as opposed to working with them to make the best decisions about their work environment.
Seeing the piles of people and press at this big event was my personal realization of how big this was. For more than 45 years, GS&P has focused on enhancing quality of life and sustainability within our communities. It really impacted how we went about doing the project because it was very important to Nissan that its brand, culture, and general functionality be protected. In Nissan’s case, the change was a major relocation that not only had ramifications once the move began for their marketplace, but simply having knowledge of the potential relocation had ramifications, and it was our job to help facilitate this change.
However, immediately upon announcing the project publically, and through direction from the CEO, we were able to back up and develop a strategy for the site, building, and workplace based on a detailed analysis of business processes, worker needs, and organizational culture.
Our task was to design a headquarters building, so it was clear that the brand image would not be a literal interpretation of the automotive industry. I was then able to sit down with the structural engineer and go through the whole building floor by floor, and understand the relationship between every column and every beam.
In order to preserve the site for future flexibility and keep it green, we wanted a small footprint on the site, but we had zoning restrictions on how high the building could be. Here, we tend to have more informal settings, and a lot of meetings and decisions are done on the fly. We observed, learned, absorbed, and documented information and impressions of the good and the bad. Whether it’s issues that relate to sustainability or best practices, we should demonstrate a very acute knowledge about how to do things. So when you run into someone who actually has to live in it all the time and they compliment your work, that’s a good feeling. We just designed a headquarters building for a multinational company whose business is design. GS&P consists of industry-leading professionals practicing architecture and engineering design as well as scientists and highly specialized strategic and management consultants in Aviation, Corporate and Urban Design, Environmental Services, Federal, Healthcare, Industrial, Land Planning, Transportation and Water Resources.
The incorporation of sustainable design elements in both interior and exterior environments aims to create a campus that stands out against its surrounding suburban context.
Once fully engaged in this process, we were able to morph the campus layout, the building design, and the interior space into what it is today by responding to Nissan’s true needs. They have a very definitive understanding of their brand, and a pretty sophisticated understanding of the behaviors that are necessary to reinforce and perpetuate that brand identity. Rather, its purpose was to embody Nissan’s corporate philosophy and promote an intuitive alignment of that philosophy for those who would occupy the space. We created sort of an algorithm so that we could make things a little bigger or smaller as needed as we went through programming.

By showing in 3-D how various modifications to the floor plate and building shape could affect building capacity, we were able to systematically but quickly guide Nissan through the appropriate decisions.
The building has a large footprint versus its surface area on the outside, so it’s able to regulate its temperature pretty easily. We also evolved toward having the town centers and less changeable, more communal-use spaces.
Concepts were looked at in many different ways from different perspectives in order to make sound decisions about whether it was good for the company. We used this information as well as lessons learned by others to make choices about the new facility design.
Part of that is coming up with creative answers instead of relying on formula or intuition.
Rather we worked through a process together that allowed us to look at how people work and pay attention to their employees and their needs.
It was a very eye-opening and mind-altering moment to picture us, as a firm, working at that level and on that stage. They also believe that their brand identity works best when reinforced and propagated by the behaviors of their people.
The true challenge was making sure that there was a consistent message blended throughout every element of the campus. In a typical design-bid-build process, some choices can be delayed until later in the project. We had three or four decisions that we needed to make in a hurry, but our client wasn’t sure if the building would have 1,200 or 1,800 people in it, so we had to be able to make changes as needed. We invested in an underfloor air system, which is substantially more cost-effective in terms of lifetime performance than standard ducting systems.
Providing places and spaces for employees to interact in a formal or informal setting, whether running into one another on the stairs or having a video conference meeting, was critical to how the building responded to Nissan’s working culture. This was a new process for us, but one that I would highly recommend for our projects in the future.
Working with them through this process was fun and by far one of my greatest career accomplishments. They have a lot of pride in the design, quality, and appearance of their vehicles, so we had to make sure they felt the same way about their workplace. But in an early-release package environment, you’ve got to make some choices in a certain order and be married to them. We put sunshades on the building, and we also invested in some daylight sensors and a dimming system for the fluorescent lighting in the building.
So we had a whole set of issues that we had to deal with uniquely, and many of the strategies that we talked about were actually customized based on an American way of doing business.
They were able to expedite getting information to the steel fabricators so that we could lock down the steel for the building very early. By maintaining the efficient rectilinear neighborhood areas, and installing rectangular furniture and offices, we didn’t generate a lot of wasted space. The stairs, open spaces, elevators, bathrooms, and everything considered support elements of each floor are placed in the center of the floor, nudging people together to encourage interaction. Having a good model helps you avoid costly mistakes, control costs, and stay within the budget. We had to be cognizant of costs so we made high-impact, achievable kinds of sculptural moves that could be done without much additional cost.

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