Instead of an existentially grounded plastic and spatial experience, architecture has adopted the psychological strategy of advertising and instant persuasion; buildings have turned into image products detached from existential depth and sincerity.
Architecture of our time often appears as mere retinal art.
The way designers and developers work together today is broken. It’s too siloed and separate; “collaboration” is a fantasy that few enjoy.
The state of advertising in the 1940s was similar. All of that changed when copywriter Bill Bernbach met art director Paul Rand. Their collaborative working style led to the birth of the idea of “the creative team,” the mutual respect and partnership between art director and copywriter that tended to yield unique results. Bob Gage, an art director that worked for DDB, the agency Bernbach co-founded, described it like this:
“Two people who respect each other sit in the same room for a length of time and arrive at a state of free association, where the mention of one idea will lead to another idea, then to another. The art director might suggest a headline, the writer a visual. The entire ad is conceived as a whole, in a kind of ping pong between disciplines.”
Isn’t that what we all strive for in our jobs? True collaboration with equals and partners? Ideas that build off one another? Why does this seem so far away for some of us?
One of my favorite definitions of “hacking” is the creative reuse of tools for new and unexpected purposes. Hacking is using your email account as a hard drive, using your bicycle seat to open a beer, using Minecraft’s red bricks to create a calculator in the game.
The opposite of hacking is marketing. Marketing tells you that this particular non-stick pan is the pan you’ll use to make omelettes, and you’ll do it in the morning dressed in fashionable clothing in a nice kitchen. It includes a photo and inspirational copywriting to drive this home. Marketing dictates a style, context, and purpose for even the most general-purpose products. This narrative needs to be specific so that you can readily imagine it: it’s you, in an Airbnb, laughing with friends.
When you look at the consumer products generated by many other manufacturers, and even by Braun today, there seem to be an awful lot of camels around. Maybe these companies are too diffuse, have the decision-makers in the wrong places or are continually making the wrong decisions and have no one to stop them. They make products with short-term goals in mind, seducing the eye of the buyer with fashionable colors, sensational curves or exotic surfaces. They may have external designers and, perhaps most significantly, the brand identity is defined by external marketing concerns, rather than design or user-related issues.
The lesson to learn from Braun is that allowing a consistent philanthropic design approach to define a company can be extremely successful if it is executed with discipline, flexibility and good timing combined with hard work and, not least, great talent.