Strategic, not tactical The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical. Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray strategy
Cultural relevance More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency. Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance. Toby Shorin, Building for the Culture subpixel.space culturestrategybusiness
Employs nothing at all The man of today planes to perfection a board with a planing machine in a few seconds. The man of yesterday planed a board reasonably well with a plane. Very primitive man squared a board very badly with a flint or a knife. Very primitive man employed a unit of measurement and regulating lines in order to make his task easier. The Greek, the Egyptian, Michaelangelo or Blondel employed regulating lines in order to correct their work and for the satisfaction of their artist’s sense and of their mathematical thought. The man of today employs nothing at all and the result is the boulevard Raspail. Le Corbusier, Towards a New Architecture The Nature and Art of Workmanship tools