Episode Description

In another crossover podcast with the AEC Disruptors, join hosts Todd Weyandt and Christopher Riddell and guests Marcello Sgambelluri and Anthony Zuefeldt as they discuss the difficulty we have with defining computational design in the industry, how to achieve a “cultural buy-in” when you’re introducing something new, the importance of a willingness to take chances, whether or not we’re being “too nice” when it comes to introducing change, and Marcello’s new book, “Dynamo and Grasshopper for Revit Cheat Sheet Manual”.

Marcello Sgambelluri is internationally recognized at one of the top BIM leaders and contributors to the education and implementation of BIM technology in the building industry. He provides training and consulting the AEC industry. He continually speaks at AU and RTC BILT where he has received the 1st place speaker award for a record 17 times between 2012 and 2020 between both conferences. He received his Bachelor’s and Master’s degrees in Civil Engineering, and he is also a licensed Civil and Structural Engineer.

Anthony Zuefeldt is a Senior Solutions Specialist at Applied Software. He has a deep background in A.E.C. technologies and workflows. In addition, he serves as an enterprise and solution architect for architecture firms, design build firms and fabricators, and the home building industry.

Todd Takes

1. This was a really fascinating conversation for me. I liked Christopher’s definition that computational design is taking something big and breaking it up into smaller parts to focus on the important aspects. Once clarity is achieved, you are able to create a roadmap to solve the problem. It is the old adage of you eat an elephant one bite at a time. This has practical application to pretty much any process or challenge you can think of. 

2. Marcello challenged us to ask the question “are you contributing to a growth mindset process to make your company better?” It is a great hard question. I really liked how he then paired that with not being wasteful. If you aren’t willing to learn, ask for help where needed and find those marginal gains, I’m not so sure you are contributing to the betterment of the company. 

3. Finally, Marcello had a great answer to my innovation question. He is absolutely right that all too often, when you seek to make innovative changes, you are going to have people upset with you. So, are you making any of those good waves of disruption? 

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