What Le Corbusier got right about office space An Article by Tim Harford timharford.com In the 1960s, the designer Robert Propst worked with the Herman Miller company to produce “The Action Office”, a stylish system of open-plan office furniture that allowed workers to sit, stand, move around and configure the space as they wished. Propst then watched in horror as his ideas were corrupted into cheap modular dividers, and then to cubicle farms or, as Propst described them, “barren, rathole places”. Managers had squeezed the style and the space out of the action office, but above all they had squeezed the ability of workers to make choices about the place where they spent much of their waking lives. ...It should be easy for the office to provide a vastly superior working environment to the home, because it is designed and equipped with work in mind. Few people can afford the space for a well-designed, well-specified home office. Many are reduced to perching on a bed or coffee table. And yet at home, nobody will rearrange the posters on your wall, and nobody will sneer about your “dog pictures, or whatever”. That seems trivial, but it is not. workpersonalityownershipmodularitychoice
Can maintenance save civilisation? An Article by Tim Harford timharford.com Maintenance is a low-status affair: you can confess to being unable to change a tyre in a way that you would never confess to being unable to name a play by Shakespeare. …We understand the expertise of janitors, plumbers and mechanics, and we suffer mightily in their absence, yet somehow we take them for granted. We take for granted, too, the most basic maintenance of all — preparing food, washing clothes, changing dirty nappies. Nobody would boast at a dinner party or on a first date about doing any of this, yet it is essential. …This is about more than breaking bridges and breaking bike chains. There is a missed opportunity here to find something rather wonderful in maintenance. repaircivilization
Ideas behind their time An Article by Tim Harford www.ft.com These days I am more interested in the reverse case [of Da Vinci's helicopter]: ideas that could have worked many centuries before they actually appeared. The economist Alex Tabarrok calls these “ideas behind their time” Curious minds want to know why these ideas appeared so late — and whether there might be anything that would prevent delays in future. One explanation is that the ideas aren’t as simple as they appear. The bicycle is not as straightforward an invention as it seems. To move from ox-hauled cart to human-powered bicycle requires smooth-rolling wheel bearings, which in turn need precisely engineered bearing balls. Modern steel ball bearings were not patented until the late 1700s, and demand from the 19th-century bicycle industry helped to improve their design. Materials and how to employ them inventionideas
The joy of the humble brick An Article by Tim Harford timharford.com The brick is one of those old technologies, like the wheel or paper, that seem to be basically unimprovable. ‘The shapes and sizes of bricks do not differ greatly wherever they are made,’ writes Edward Dobson in the fourteenth edition of his Rudimentary Treatise on the Manufacture of Bricks and Tiles. There’s a simple reason for the size: it has to fit in a human hand. As for the shape, building is much more straightforward if the width is half the length. I am hereWhat the material wants to beWhat the brick really wants. materialbuildingmodularitygeometry
Ensuring Excellence An Article by Marty Cagan www.svpg.com …in so many of the best product companies there is an additional dimension that goes beyond individual empowered product teams, and even goes beyond achieving business results. It has to do with ensuring a level of what I’ll refer to here as “excellence” although that is clearly a very ambiguous term. Over the years, this concept has been referred to by many different names, always necessarily vague, but all striving to convey the same thing: “desirability,” “aha moments,” “wow factor,” “magic experiences,” or “customer delight,” to list just a few. The concept is that an effective product that achieves results is critical, but sometimes we want to go even beyond that, to provide something special. Maybe it’s because we believe this is needed to achieve the necessary value. Maybe it’s because the company has built its brand on inspiring customers. Often this dimension shows up most clearly in product design, where functional, usable but uninspiring designs can often achieve our business results, but great design can propel us into this realm of the inspiring. Do they really need it? qualitycraftproductssoftware
Do they really need it? Does Google really need playful doodles to deliver the value they consistently provide in search results? Does Stripe really need to spend so much energy on the design of its site and SDK’s, which after all, are primarily for the developers that use their API’s? Does Apple really need to sweat the literally thousands of very subtle and often not consciously noticed interactions on its devices? On Taste