The Nintendo way of adapting technology is not to look for the state of the art but to utilize mature technology that can be mass-produced cheaply.
This is the reason a Nintendo console never has the fastest chips or the beefiest specs of its generation; instead, its remixes components in an interesting and generative way. Think of the Gameboy’s monochrome screen, the Wii’s motion controller, the Switch’s smartphone form.
[Gunpei Yokoi] is talking about reliability and predictability, in performance and supply alike. He wants the components to be boring, so their application can be daring.
This visualization takes the current New York Times Best Sellers list for combined print and e-book fiction and scales each title according to the demand for its e-book edition at a collection of U.S. public libraries, selected for their size and geographic diversity.
This is a kind of manifesto about the difference between liking something on the internet and loving something on the internet.
It’s also an experiment in a new format: a “tap essay,” presenting its argument tap by tap, making its case with typography, color, and a few surprises.
The first task for growing designers, as opposed to managers, is to craft a proper career path for them, one whose compensation and sociological status reflect their true value to the creative enterprise. This is commonly called the dual ladder. It it easy to give corresponding salaries to corresponding rungs, but it requires strong proactive measures to give them equal prestige: equal offices, equal staff support, reverse-biased raises when duties change.
Why does the dual ladder need special attention? Perhaps because managers, being human, are inherently inclined to consider their own tasks more difficult and important than design and need to deliberately assess what makes creativity and innovation happen.