Papers by David Meggitt
No part of this publication may be reproduced in any form, or by any means, electronic or mechani... more No part of this publication may be reproduced in any form, or by any means, electronic or mechanical, including photocopying, recording, or any information browsing, storage, or retrieval system, without permission in writing from the publisher. Permission is given to circulate the whole document in its entirety. Although this publication is designed to provide accurate information in regard to the subject matter covered, the publisher and the author assume no responsibility for errors, inaccuracies, omissions, or any other inconsistencies herein. This publication is meant as a source of valuable information for the reader, however it is not meant as a replacement for direct expert assistance. If such level of assistance is required, the services of a competent professional should be sought.
Proceedings of the ICE - Civil Engineering, 2012
Civil engineers have a systems approach to model the behaviour of designed facilities and an appr... more Civil engineers have a systems approach to model the behaviour of designed facilities and an appreciation of the complexity of the natural environment. Yet many construction clients and implementation teams are constrained by management principles derived by nineteenth century industrialists, which hinder the release of co-creativity required to deliver complicated infrastructures. This paper outlines and appraises the ‘value network approach’ as a way for the industry to overcome these restrictions. It presents other case studies from other industries that show how the ingenuity to conceive, create and manage novel organisations can lead to a step change in project and programme performance.
Civil Engineering, May 2012
1 2 3 Civil engineers have a systems approach to model the behaviour of designed facilities and a... more 1 2 3 Civil engineers have a systems approach to model the behaviour of designed facilities and an appreciation of the complexity of the natural environment. Yet many construction clients and implementation teams are constrained by management principles derived by nineteenth century industrialists, which hinder the release of co-creativity required to deliver complicated infrastructures. This paper outlines and appraises the 'value network approach' as a way for the industry to overcome these restrictions. It presents other case studies from other industries that show how the ingenuity to conceive, create and manage novel organisations can lead to a step change in project and programme performance.
Drafts by David Meggitt
Meggitt Bird LLP, Suite 34, New House,67-68 Hatton Garden,London EC1N 8JY, 2017
The call for greater transparency in the way governments function and their relationship with cit... more The call for greater transparency in the way governments function and their relationship with citizens, businesses and non-for-profits is formally supported by over 70 national governments worldwide and co-ordinated by the Open Government Partnership (OGP.)
As an evolving, co-creative initiative to clarify and adopt what is coined as Government 2.0 many unresolved issues are highlighted raising pertinent questions which are initially addressed in this publication.
After broadening the topic by briefly referring to:
• The nature of prosperity and concerns about the concept of economic growth emanating from the Club of Rome and other sources (which pose additional and immense challenges to governments)
• Initiatives in Greece and the UK
• Technology development in block chains,
a single question is formulated as follows:
“What simple, profound act by governments can gain the commitment of citizens to participate actively in government reforms through mass collaboration and bypass resistance?”
This requires a reminder of how organizations really work and how business models relate to business ecosystems and their own networked configuration.
The “profound act” by government is then identified as an approach for organizing that recognizes the significance of roles in formulating how work is done.
Simple examples are provided which demonstrate this approach in use (called a Value Exchange System – VES). Having laid the groundwork a further example, for the purpose of rewarding social citizenship, integrates a new centre (POM) for entrepreneurship and co-creation in Heraklion, Crete, with novel developments in Kingston-upon-Hull (the UK City of Culture for 2017).
Following an appraisal of this application of VES, recommendations are made to:
• Obtain a deeper understanding of the Value Exchange System (VES) tool and the VES approach (Meggitt and Sarri, 2018)
• Attend periodic workshops in POM (Crete) and the UK
• Subscribe to upcoming email-based intelligence and support (Meggitt Bird LLP).
• Select a government project interacting with citizens, businesses and not-for-profits in order to trial the VES approach, record and report on the benefits achieved.
Teaching Documents by David Meggitt
The Technical Supplement to "Hampton Court Bridge Through the Ages - The Story of the Crossings o... more The Technical Supplement to "Hampton Court Bridge Through the Ages - The Story of the Crossings over the River Thames at Hampton Court", published by the Molesey Local History Society. It covers Organizational and Technical Design with a section linking "virtual work" in both fields.
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Papers by David Meggitt
Drafts by David Meggitt
As an evolving, co-creative initiative to clarify and adopt what is coined as Government 2.0 many unresolved issues are highlighted raising pertinent questions which are initially addressed in this publication.
After broadening the topic by briefly referring to:
• The nature of prosperity and concerns about the concept of economic growth emanating from the Club of Rome and other sources (which pose additional and immense challenges to governments)
• Initiatives in Greece and the UK
• Technology development in block chains,
a single question is formulated as follows:
“What simple, profound act by governments can gain the commitment of citizens to participate actively in government reforms through mass collaboration and bypass resistance?”
This requires a reminder of how organizations really work and how business models relate to business ecosystems and their own networked configuration.
The “profound act” by government is then identified as an approach for organizing that recognizes the significance of roles in formulating how work is done.
Simple examples are provided which demonstrate this approach in use (called a Value Exchange System – VES). Having laid the groundwork a further example, for the purpose of rewarding social citizenship, integrates a new centre (POM) for entrepreneurship and co-creation in Heraklion, Crete, with novel developments in Kingston-upon-Hull (the UK City of Culture for 2017).
Following an appraisal of this application of VES, recommendations are made to:
• Obtain a deeper understanding of the Value Exchange System (VES) tool and the VES approach (Meggitt and Sarri, 2018)
• Attend periodic workshops in POM (Crete) and the UK
• Subscribe to upcoming email-based intelligence and support (Meggitt Bird LLP).
• Select a government project interacting with citizens, businesses and not-for-profits in order to trial the VES approach, record and report on the benefits achieved.
Teaching Documents by David Meggitt
As an evolving, co-creative initiative to clarify and adopt what is coined as Government 2.0 many unresolved issues are highlighted raising pertinent questions which are initially addressed in this publication.
After broadening the topic by briefly referring to:
• The nature of prosperity and concerns about the concept of economic growth emanating from the Club of Rome and other sources (which pose additional and immense challenges to governments)
• Initiatives in Greece and the UK
• Technology development in block chains,
a single question is formulated as follows:
“What simple, profound act by governments can gain the commitment of citizens to participate actively in government reforms through mass collaboration and bypass resistance?”
This requires a reminder of how organizations really work and how business models relate to business ecosystems and their own networked configuration.
The “profound act” by government is then identified as an approach for organizing that recognizes the significance of roles in formulating how work is done.
Simple examples are provided which demonstrate this approach in use (called a Value Exchange System – VES). Having laid the groundwork a further example, for the purpose of rewarding social citizenship, integrates a new centre (POM) for entrepreneurship and co-creation in Heraklion, Crete, with novel developments in Kingston-upon-Hull (the UK City of Culture for 2017).
Following an appraisal of this application of VES, recommendations are made to:
• Obtain a deeper understanding of the Value Exchange System (VES) tool and the VES approach (Meggitt and Sarri, 2018)
• Attend periodic workshops in POM (Crete) and the UK
• Subscribe to upcoming email-based intelligence and support (Meggitt Bird LLP).
• Select a government project interacting with citizens, businesses and not-for-profits in order to trial the VES approach, record and report on the benefits achieved.