Regeneration reuse in the context of the waste management cycle of the built environment

This original study creates a philosophy of regeneration reuse, which is a conceptual framework that utilises construction and demolition waste products by building component, relocation and adaptive reuse. Case studies from the greater Brisbane, wider southeast Queensland region and greater London area are used to demonstrate the principles of regeneration reuse through research activities, analysis and evaluation. The regeneration reuse conceptual process draws upon assessing embodied carbon and sustainable benefits to deconstruct rather than destruct, and consider alternative options to waste treatment technologies in the built environment. The importance of waste management is examined, specifically the impacts of governance to the principles of regeneration reuse through analysis of legislation in the Australian and UK jurisdictions. Design process considerations when incorporating the principles of regeneration reuse are defined, and phasing and staging assessment explored to determine the most effective point of intervention in the design process to include waste management strategies.

Identifying the triggers for management services in business transformation management

Business transformations are complex organisational change endeavours that result in a business performing current work differently, or performing different work. Information Technology (IT) is a key enabler of such initiatives, but comes with its challenges, as revamping the IT infrastructure in large-scale organisations implies high complexity, high risk, and often high failure rates. We view business transformations as a collection of management services that are demanded and enacted at a program level, defined as abstract resources that provide the managerial capabilities necessary for business transformations. In this research-in-progress, we explore what triggers the need for management services in response to the challenges in business transformation management. We analyse data from two exploratory case studies using the critical incident technique as our qualitative analysis method. Early findings indicate that management service triggers reside on either the strategic level, which may be internally or externally driven, or at the program management level, which may be situational, influential or reactional. We detail implications for our on-going research.