Activating HS2’s Design Vision as organisational best practice

Client: hs2

  • Direction defined
  • Principles embedded
  • Design elevated

The Challenge

After we had worked with High Speed Two (HS2) to develop their Design Vision, they challenged us to use its principles to implement an operational programme that would inspire staff and the supply chain – and maximise public value.

The Approach

Placing the Design Vision principles of people, place and time at the heart of our approach, we benchmarked existing design practices in the organisation. We then shaped a design management strategy to activate these principles across HS2. Implementation tools included a Design Handbook, a Public Art Strategy, training events, as well as an independent design panel to review supplier design practices.

The Impact

  • Direction defined: Design Vision implemented across HS2 – cross-departmentally, in procurement and when engaging the supply chain
  • Principles embedded: new processes combined with the Design Handbook and other tools ensure the principles drive HS2’s design strategy and management
  • Design elevated: HS2 will be seen as a model of design and innovation for future rail and infrastructure

The Design Vision Delivery programme provides the mechanisms for our design management to support the wider internal team, HS2 contractors with responsive design leadership.

Kate Hall, Design Director, HS2