Creating an environment where it’s safe to experiment is the secret to innovation, says Lendlease’s Sandra Perosh, as she looks back on the success secrets to International House Sydney.

Lendlease has a strong innovation track record, and last year took home the industry’s most prestigious award for innovation – the Rider Levett Bucknall Australian Development of the Year – for International House Sydney. In 2018, International House Sydney also won the coveted global World Architecture Festival’s use of certified timber award.

Australia’s first engineered timber office, International House Sydney was hailed as an “industry game changer”.

Sandra Perosh, general manager NSW, building at Lendlease, is very proud of the building, which she says is a testament to Lendlease’s commitment to innovation.

“Our people have a lot of smart ideas, but we’ve also created an environment at Lendlease where people have the confidence to put those ideas on the table,” Perosh says.

At International House Sydney, for example, the project team developed a new laminated timber beam solution to meet the requirements of a commercial building. The timber deck system delivered open, flexible floor plates favoured by today’s tenants, while also reducing construction times and hours workers spent on site.

At sibling building Daramu House – designed by the same architect off the back of International House Sydney’s success – the combined solar and green roof is brimming with 15,000 plants – reducing reflectivity, heat effects and stormwater runoff, enhances biodiversity and aesthetics and boosts insulation and occupant comfort.

Additionally, Daramu House’s proposed biofuel generator will provide power for the district cooling plant, while reducing carbon emissions and ongoing energy costs.

“Our people look to solve problems – our own and our customers – and in doing so push the limits of what’s possible,” Perosh adds.

While most organisation are full of ideas, many teams find it difficult to translate those ideas into meaningful outcomes that deliver value for customers. Innovation requires different mindsets, metrics and management methodologies to those used routinely in a business.

Lendlease encourages its people to experiment to build innovation muscle, and to play in the sandbox without fear of failure. “We encourage people to challenge the norm,” Perosh says.

Perosh says cutting edge research “certainly encourage us to continue to test the boundaries”.

Lendlease has since applied its learnings to other projects, including 25 King in Brisbane, Australia’s tallest engineered timber office building. Late last year, Lendlease also became one of the first Australian builder to become carbon neutral.

“We will continue to push the limits, because we want to deliver places that work in 30 years’ time, not just today.”

 

Ideas on innovation

Innovation may be synonymous with technology, but innovation in process is where property and construction companies should look to boost productivity and profits, says Wood & Grieve Engineers’ Elliot Alfirevich.

When we think of innovation in our industry, we tend to think of technology – of automated vehicles and augmented reality, of smart building management systems and rooftop solar farms.

While innovation and technology are closely connected, they are not inseparable. Innovation is the process of taking a new approach to solve an old problem.

“Innovation starts with a need to do things differently. And in an economic environment where cost and time are big constraints, innovation in process can deliver impressive outcomes,” Alfirevich (pictured), WGE’s technology sector leader, says.

Innovation in design and technology tends to get all the attention, Alfirevich explains. Think new materials like cross-laminated timber, smart, sustainable designs such as double-skin facades, and technologies like LED lights and photovoltaic arrays.

While Alfirevich says his job is about “looking for new and interesting technologies we can apply to projects”, he thinks innovation in building processes can deliver the best bang for a company’s buck without introducing the risk associated with new technologies or materials.

One of the biggest challenges companies face is not seeing innovation beyond the development or adoption of new products. But looking at innovation across the 4 Ps of products, profit models, policies and processes can help.

For example, Alfirevich says process innovation is about improved efficiency with the existing products and materials in the market through innovative design and construction methodologies.

New contracting arrangements can be innovative – such as design and construct, alliancing and public-private partnerships – has ‘de-risked’ large, complex projects for clients and is driving delivery efficiency outcomes.

Modular construction is another example of how innovation in the construction process can save time and money.

“Modular construction uses traditional elements, but puts them together in a different way to help us build faster and more efficiently,” Alfirevich explains.

Building Information Modelling and Augmented Reality, are also process-driven innovations, Alfirevich says, because they ultimately drive time and cost efficiencies.

WGE worked on four of the projects in the running for recognition at the Property Council of Australia / Rider Levett Bucknall Innovation & Excellence Awards in May, including Stockland Baldivis in Western Australia, The Village Coorparoo in Queensland and Discovery Point in New South Wales.

But Alfirevich’s favourite is the State Buildings Perth, which is nominated for the S4B Studio Award for Best Heritage Development, and which he says is another example of process innovation.

“I walk past these buildings every day. Repurposing an old commercial space that no longer works as an office into high-class hotel, hospitality and retail is an example of innovation at its best.”

Ultimately, innovation occurs when companies are prepared to openly challenge “the way it’s always been done and cultivate a culture that embraces change” Alfirevich says. “Creating a workplace culture that empowers employees to make decisions and progress new initiatives will benefit not only the company, but the industry as a whole.”

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