The thin lip of a teacup To give the building a sense of the delicacy associated with such crafts, as well as a feeling of warmth, I designed louvres from white porcelain panels, and used them to cover the outer walls. The louvres are tapered, to make their tips as fine as possible. (In fact, making tips as thin as possible is one of my key design principles: the thin lip of a teacup allows a better experience of the subtleties of tea - this is always at the forefront of my mind when I pay such close attention to edges.) Kengo Kuma, My Life as an Architect in Tokyo edges
An edge is an interface An edge is an interface between two mediums. Edges are places of varied ecology. There is hardly a sustainable traditional human settlement that is not sited on those critical junctions of two natural economies. Successful and permanent settlements have always been able to draw from the resources of at least two environments. Bill Mollison, Introduction to Permaculture As a kind of gateway edgesmedia
As a kind of gateway Historically, Japan's shrines have been built in order to worship the gods who live in the sacred mountains or seas; They don't reside in the shrine itself, but in the space beyond it. This belief that the spirits and deities exist beyond the confines of the shrine, and that the shrine itself acts not as a centre, but as a kind of gateway, is very different to the grand, imposing churches and cathedrals of Christianity. The majority of shrines are not found in the mountains or in the middle of the fields, therefore, but at the borders of mountain villages – which is to say, at what is seen as the edge of the mountains. The tori gate, marking the entrance to a shrine, indicates that there are gods on the other side of it. Kengo Kuma, My Life as an Architect in Tokyo An edge is an interfacePaths, edges, districts, nodes, landmarks religionedges
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Empowered product teams When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. What went wrong? teamwork
What went wrong? If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong. Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question. And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question. Viability, usablity, feasibility