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
Report on the Art and Technology Program of the Los Angeles County Museum of Art, 1967–1971 A Research Paper by Robert Irwin, James Turrell & Ed Wortz archive.org You leave with the artThe object of art
You leave with the art If we define art as part of the realm of experience, we can assume that after a viewer looks at a piece, they "leave" with the art, because the "art" has been experienced. We are dealing with the limits of an experience—not, for instance, with the limits of painting. experience