LEGO was born in 1932 in Billund, a small windswept town in Jutland, Denmark, where its head office remains, and where around 2,000 employees from around the world get to live their dream of playing with small, brightly coloured plastic bricks.
The world faces unprecedented challenges – climate change, rapid urbanisation and, most recently, the COVID-19 pandemic – that will have long-lasting socioeconomic ramifications on society.
Our programme management office’s (PMO’s) transformation journey has not been a smooth one.
Has making the right infrastructure choices ever been more challenging? Even before COVID-19 swept the best-laid plans aside, the pace of change and unpredictability of both politics and public opinion already seemed at odds with the stable, long-term mindset required when deciding on huge investments in new roads, railway lines, airports and power grids.
The urgency to find a coronavirus vaccine is compressing years of research into weeks for these life-saving projects.
Lisa Pattenden has been spending a lot of time indoors lately when we speak in April.
As we come to discern what the ‘new normal’ might look like, there is a feeling that government and business should capitalise on this enforced pause to move towards greater sustainability.
We’ve all done it: sat in planning meetings and shaved off costs here while tightening schedules there.
London, Paris, Milan, New York and other usually gridlocked cities are giving cyclists new emergency cycleways as lockdown restrictions continue, and the hope is that the trend will carry on once the COVID-19 crisis is over.
Few other megaprojects draw as much public attention as hosting the Olympic Games.
