Goodbye, Google An Article by Douglas Bowman stopdesign.com Without a person at (or near) the helm who thoroughly understands the principles and elements of Design, a company eventually runs out of reasons for design decisions. With every new design decision, critics cry foul. Without conviction, doubt creeps in. Instincts fail. “Is this the right move?” When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple logic problem. Remove all subjectivity and just look at the data. Data in your favor? Ok, launch it. Data shows negative effects? Back to the drawing board. And that data eventually becomes a crutch for every decision, paralyzing the company and preventing it from making any daring design decisions. Yes, it’s true that a team at Google couldn’t decide between two blues, so they’re testing 41 shades between each blue to see which one performs better. I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case. I can’t operate in an environment like that. I’ve grown tired of debating such minuscule design decisions. There are more exciting design problems in this world to tackle. designdecisionsdata
Upstream, Downstream To truly increase innovation, I think we need policies focused on what goes on even further upstream, before much of the supply of new inventors is inevitably siphoned off into distractions, dead ends, and failure. Most policies inevitably have a marginal effect, but a slight expansion of the incoming swell of potential inventors can have a much greater impact than fiddling with the incentives of the few hundred who’ve already somewhat made it to the final trickle. Increase the strength of the flow upstream, and everything downstream flows the faster too. Anton Howes, Age of Invention antonhowes.substack.com Who Becomes an Inventor in America? The Importance of Exposure to Innovation innovation