The Deconstrategy Manifesto: Principles for Industry Transformation

Revolutionizing Design and Construction: A New Strategic Framework

Introduction

I started Deconstrategy to reimagine how we think about design and construction projects. Drawing inspiration from Peter Drucker's revolution in management thinking, Deconstrategy challenges traditional industry paradigms to create more thoughtful, adaptive, people and client-centered frameworks for business.

I've developed these founding principles to address the most critical pain points in our industry. By shifting our focus from rigid processes to strategic thinking, from specialized jargon to clear communication, and from siloed roles to collaborative problem-solving, we can fundamentally improve how we design, build, and deliver value for clients.

The following ideas represent my contribution to advancing our industry beyond outdated methodologies toward a more innovative, efficient, and fulfilling future for all stakeholders.

Let's explore these foundational principles that form the core of Deconstrategy, each designed to address specific challenges while collectively creating a more dynamic, responsive, and successful industry ecosystem.

1. Strategic Thinking and Knowledge Application

   1. Strategy is about focus and adapting as we go. We work with what we know now, learn more as we progress, and must use this new knowledge effectively.

   2. AI and technology should improve decision-making, not just help us do more things faster.

   3. The DFOW Flywheel puts knowledge into action throughout the project by focusing on:

      1. Client Intent

      2. Experience and Lessons Learned

      3. Critical Activities

      4. Drawings and Specifications

   

2. Renewed Focus on the Client

   1. The "Client Intent" element in our enhanced Definable Feature of Work (DFOW) Framework captures what truly matters to clients and translates it into design deliverables that guide construction.

   2. Budget, schedule, safety, and quality are basic expectations, not goals. Clients assume we'll meet these requirements, but they don't define what quality means for the specific project.

3. Refined Roles and Expectations

   1. Construction workers should be viewed as craft strategists who think critically, not just laborers.

   2. Quality improvement is the responsibility of executives and managers, not separate departments. If leaders lack time to improve their business, it's a performance issue, not a process problem. Teams and leaders must own the delivery of quality outcomes.

4. Business Philosophy

   1. Quality is delivering client intent.

   2. Quality is a result, not a process.

   3. Quality and the “right” behaviors can't be incentivized.

5. Deliberate Collaboration, Communication, and Transparency

   1. Industry terminology needs to be simplified and standardized. Current language is too complex for most people in the industry to understand.

   2. We need better listening skills. We tend to dismiss others' perspectives too quickly based on their area of expertise.

6. Knowledge Management and Application

   1. Projects are not unique. (You can read more about the core idea in this article by Bent Flyvbjerg.)

   2. Organizing all projects by Definable Feature of Work (DFOW) allows Lessons Learned to be properly categorized and puts this knowledge to practical use.

7. Adaptive Leadership

   1. The resistance to change comes from traditional thinking among existing leaders. We need to eliminate unnecessary processes from our systems.

8. Elevated Quality Professionals

   1. Quality professionals should not conduct inspections or run “quality meetings” - these activities are the responsibility of those planning and executing the work. Instead, quality professionals should focus on improving overall business operations, not just end products. Their role must shift from reactive inspection to proactive strategy development, helping identify inefficiencies, improve processes, and embed quality thinking throughout project teams.

A Path Forward

What makes these principles truly transformative is their interconnected nature. Strategic thinking enables better understanding of client intent. Clear client intent guides role definition. Well-defined roles support execution of business philosophy. Each principle reinforces the others, creating a virtuous cycle of improvement.

These founding principles are not merely theoretical concepts but actionable frameworks designed to transform our industry. I'll continue diving deeper into each of these ideas, refining them and adding new elements, providing practical applications, case studies, and implementation strategies that demonstrate their transformative potential.

My goal is to liberate us from outdated paradigms and embrace a more strategic, human-centered approach. We can build an industry where:

• Technology enhances human judgment rather than replacing it.

• Craft is valued alongside strategy.

• Quality emerges as a result instead of being seen as an isolated process and profession.

The construction and design industry has operated under traditional assumptions for too long. Through Deconstrategy, I aim to catalyze the same kind of revolution that Drucker brought to management—reimagining not just what we do, but how we think about what we do. I invite you to join me on this journey of industry transformation, where each article will build upon these foundational ideas to create a comprehensive new approach to design and construction excellence.