| This
project has evolved a great deal over the year that
it has been in development. A fast review of floor
plan iterations will show this [link].
Some of these changes where at the request of the
client, some
where made
by me as I sought to get the maximum architectural
return possible and some by the design team [bill
Blackburn, Jerry Headly, Brian Ross, Scott Arenz,
Matt Fulvio and Tim Siglin]. Some resulted from feedback
from
the Vanderbilt facilities team and from the VCH project
architect [link]. |
executive_routine_transformation |
|
| The
result of this effort is an environment designed
in every aspect to support a radically different
view of reality and way of working within this new
paradigm. This aspect of the design is the justification
for the effort that went into it and the cost that
it will impose to realize it. It is the sole reason
for building a space that, while many times more
flexible than common space, can be used only for
one purpose:
the collaborative exercise of the executive routine [link].
This environment imposes the creative habits [link] and
rules [link].
This is not a neutral architecture - it is an architecture
of transformation [link]. |
|
| The
deal between myself and Jim Smerling, the CEO of
Children’s
Hospital, is that I will build him an environment
based on a new way of working for the same cost as
the typical offices that had been programmed and
designed prior to him coming to Vanderbilt [link].
He, in turn, will use it as intended. To fit within
the budget of a traditional office requires not only
inventiveness and careful project management - it
will require a financial investment beyond the revenue
available. For MG taylor, AI and SFIA Architects-Master
Builders this is an R&D project and it will consume
the majority of our 2004 budget for this function.
The opportunity for Jim is to facilitate his team
in working in a way not possible in a convention
environment. the opportunity for us is to build and
facilitate
the use of an environment (other than our NavCenters)
that challenges almost every precept of the concept
“office.” |
|
| The
project is not without risk for Jim either. There
is no exit from a design like this. It works the
way it was designed to work and no other way. If
it were to fail, this space could be returned to
conventional space and use only
by an almost total demolition of what is to be
built. Not an acceptable circumstance. |
|
| So,
it involves financial capital for us and political/
social capital for Jim - running a 200 hundred million
dollar hospital facility and operation is a high
profile
kind of thing. Why do it? Why take the risk? Only,
of course, because of
the
perceived
gain. |
|
Interestingly,
as I am writing this (April 2004) and as the final
work necessary for decision, to go or
not, on this project is being finished
this
week, another similar “experiment” is taking place:
Bill Stead, the “father” of the VCBC is moving
his office to the VCBC Center [link],
in an office we have designed for him, with the
expressed purpose
of exploring the relationship and possible synergy
between his office and the greater capacities of
the NavCenter environment. We are installing this
environment at this very moment in time [link].
|
|
| It did not happen for a variety of reasons that are related elsewhere. The thesis was demonstrated almost three years later in Italy. |
|
|
| UniCredit navCenter - a Tour |
|
|
Matt
Taylor
March 6, 2004
Naschville VCBH
SolutionBox
voice of this document:
ENGINEERING • STRATEGY • CONSTRUCTION DOCUMENT
|
|
posted:
march 6, 2004
revised:
December 6, 2007
• 20040406.222531.mt • 20040407.222299.mt •
(note:
this document is about 90% finished)
Matt
Taylor 615 720 7390
me@matttaylor.com
Copyright© Matt
Taylor 2003, 2004, 2007
Aspects
of work shown here is Patented by iterations and
in Patent Pending
|
|
|
