Creating CityCenter MGM Mirage's Urbane, Sustainable City within a City Redefines Las Vegas Free eBook download.
Vegas Press | R20100116B | 2009 | 28 pages | HQ PDF | 7.2 MB
Gensler is a leading architecture, design, planning, and consulting firm with offices in the Americas, Asia, Europe, and the Middle East. Gensler Design Update is a publication announcing new projects of interestLAS VEGAS Once a generation, Las Vegas reinvents itself. In the Rat Pack era, it embraced midcentury modernism. Then, The Mirage and Bellagio remade The Strip as an entertainment resort destination. Early in this new century,MGM MIRAGE envisioned a “city within a city”—a new symbol of Las Vegas that, in the words of CityCenter’s Bobby Baldwin, combines “the vitality of Las Vegas with the experiences tourists seek in great cities around the world.”
In 2005, master plan in hand, MGM MIRAGE asked Gensler to join it and make CityCenter a reality. How our team helped reinvent Las Vegas is a case study in design leadership. In 2004, MGM MIRAGE Design Group was given the assignment of assembling the team of leading architects, interior designers, and specialty consultants that would create CityCenter.
After traveling around the world, conducting hundreds of interviews, MGM MIRAGE Design Group realized it would need to partner with a global design firm that could seamlessly reinforce and complement its in-house capabilities to orchestrate a project of unprecedented size and complexity, to meet a challenging, fast-track schedule. At 5:00 p.m. on January 3, 2005,MGM MIRAGE asked Gensler to join the CityCenter design leadership team as its partner. At 8:00 a.m. on January 4, Gensler senior design-delivery leaders were on the job. Drawing talent from 12 different offices across its global network, Gensler mobilized a core group of 50 design professionals atMGM MIRAGE ’s CityCenter project office. Among them were specialists for such specific assignments as brand strategy, development of tracking tools and databases, and LEED guidance and research. Gensler set to work on the most pressing priorities: get the full CityCenter design and implementation team in place; establish an upfront sustainability strategy; infuse the initial master plan for CityCenter with a design vision, brand strategy, and pragmatic rigor; and put methods and systems in place to help simplify this complex project and expedite its completion.
Delivering CityCenter in just five years required a fullthrottle, fast-track process. To give CityCenter a more manageable scale, the design leadership team redefined CityCenter as three blocks plus common areas—each with distinct programs and uses. This framework made everything that followed simpler, from choosing the project teams to developing building concepts and branding, updating the program, controlling project documentation, providing data to support financial and operational models and analysis, and accelerating procurement to offset spiking materials prices.
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