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Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
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.
The Wile E. Coyote Effect
I’ve been looking at this chart a lot over the past few weeks.
It shows us that print ad budgets were doing just fine all the way though the first decade or more of the consumer internet. There was even a little spike upward for the Dotcom bubble. Then the financial crisis and recession of 2008/9 caused a step change down, but when the crisis was over the budgets didn’t come back. Instead, the market had been reset, and budgets have been falling steadily ever since.
You might call this the Will E Coyote effect - you’ve run off the cliff, or the cliff has disappeared from under you, but there’s a brief moment while your legs windmill in the air before gravity kicks in. It can take a while for the inevitable to happen, but then, as Lenin pointed out, you get a decade of inevitable in a week.
Direct management
Direct Management does not include or permit the concept of profit to occur. The management is fee-based, or based as a fixed salary, and all construction costs are fixed ahead of time, and the building design is modified during construction, to make up any over-runs. The manager is not able to move money around at will, or put it in their pocket. At the same time, the design is approximately fixed, but with the understanding that it may be changed, during the evolution of the building, so that subtle adaptations can be included in the emerging building. In the Direct Management method it is the architect themselves and the direct manager who together manage the building works and all on-site construction for the owner.
In Search of Organic Software
An Article by Pirijan KetheswaranTwo different kinds of farms can grow vegetables. One is a factory farm built for scale, and the other takes the time to grow more expensive but healthier plants without pesticides.
Will everyone appreciate the difference? Of course not, but the latter plants are labelled ‘organic’ to give us the information and the choice, so that those of us who do care can make better decisions.
So maybe we should have ‘organic’ software as well, made by companies that:
- Are not funded in such a way where the primary obligation of the company is to 🎡 chase funding rounds or get acquired (so bootstrapping, crowdfunding, grants, and angel investment are okay)
- Have a clear pricing page
- Disclose their sources of funding and sources of revenue
Things that don't scale
An Article by Benedict EvansMaybe the internet is due for a wave of things that don’t scale at all. In that light, I’ve been fascinated by ‘Morioka Shoten’ in Tokyo - a bookshop that sells only one book at a time. This is retail as anti-logistics - as a reaction against the firehose, and the infinite replication of Amazon. Before the internet that would only work in a very dense city, but, again, the internet is the densest city on earth, so how far do we scale the unscalable?
The Genius of Apple's Name
An Article by Shawn WangIt's easy to have strong opinions about stuff only developers see since user validation is just asking people like yourself. It's much harder to name something consumer facing. Here are some useful rules I gleaned from Apple:
- Two syllables max
- Familiar English word - literal 5 year olds can spell and pronounce it right
- Starts with A - useful for alphabetical sort. Amazon did this too
- Name leads to easy logo/swag/branding ideas
- Evoke aspirational qualities - knowledge, health, nature
Why I'm losing faith in UX
An Article by Mark HurstIncreasingly, I think UX doesn't live up to its original meaning of "user experience." Instead, much of the discipline today, as it's practiced in Big Tech firms, is better described by a new name.
UX is now "user exploitation."
The Cycle of Goodness
An Idea by Tadao YoshidaThe CYCLE OF GOODNESS® is the corporate philosophy established by YKK’s founder, Tadao Yoshida, who believed that “no one prospers without rendering benefit to others.” It expresses the basic belief of the YKK Group. Tadao Yoshida firmly believed that business belongs to society. As an important member of society, a company survives through coexistence. When the benefits are shared, the value of the company’s existence will be recognized by society. When pursuing his business, Mr. Yoshida was most concerned with that aspect and would find a path leading to mutual prosperity. He believed that using ingenuity and inventiveness in business activities and constantly creating new value would lead to the success of clients and business partners and make it possible to contribute to society. This type of reasoning is referred to as the CYCLE OF GOODNESS® and has always served as the foundation of our business activities.
Weighing up UX
An Article by Jeremy KeithMetrics come up when we’re talking about A/B testing, growth design, and all of the practices that help designers get their seat at the table (to use the well-worn cliché). But while metrics are very useful for measuring design’s benefit to the business, they’re not really cut out for measuring user experience.
How Microsoft crushed Slack
An Article...and why the era of worker-centered work tools may be over.
A City Is Not a Tree
- Strands of life
- Impending destruction
- The right overlap
- The difficulty of designing complexity
- Political chains of influence
Strands of life
For the human mind, the tree is the easiest vehicle for complex thoughts. But the city is not, cannot, and must not be a tree. The city is a receptacle for life. If the receptacle severs the overlap of the strands of life within it, because it is a tree, it will be like a bowl full of razor blades on edge, ready to cut up whatever is entrusted to it. In such a receptacle life will be cut to pieces. If we make cities which are trees, they will cut our life within to pieces.
Impending destruction
In any organized object, extreme compartmentalization and the dissociation of internal elements are the first signs of coming destruction.
The right overlap
Overlap alone does not give structure. It can also give chaos. A garbage can is full of overlap. To have structure, you must have the right overlap.
The difficulty of designing complexity
Designers, limited as they must be by the capacity of the mind to form intuitively accessible structures, cannot achieve the complexity of the semilattice in a single mental act. The mind has an overwhelming predisposition to see trees wherever it looks and cannot escape the tree conception.
Experiments suggest strongly that people have an underlying tendency, when faced by a complex organization, to reorganize it mentally in terms of non-overlapping units. The complexity of the semilattice is replaced by the simpler and more easily grasped tree form.
Political chains of influence
In Chicago, formal chains of influence and authority are entirely overshadowed by the ad hoc lines of control which arise naturally as each new city problem presents itself. These ad hoc lines depend on who is interested in the matter, who has what at stake, who has what favors to trade to whom.
This structure, which is informal, working within the framework of the first, is what really controls public action. It varies from week to week, even from hour to hour, as one problem replaces another. Nobody’s sphere of influence is entirely under the control of any one superior; each person is under different influences as the problems change. Although the organization chart in the Mayor’s office is a tree, the actual control and exercise of authority is semilattice-like.
Same name in the same basket
Does a concert hall ask to be next to an opera house? Can the two feed on one another? Will anybody ever visit them both, gluttonously, in a single evening, or even buy tickets from one after going to a performance in the other?
In Vienna, London, Paris, each of the performing arts has found its own place, because all are not mixed randomly. The only reason that these functions have all been brought together in Lincoln Center is that the concept of performing art links them to one another. The organization is born of the mania every simple-minded person has for putting things with the same name into the same basket.
Separation of concerns
Another favorite concept of the CIAM theorists and others is the separation of recreation from everything else. This has crystallized in our real cities in the form of playgrounds. The playground, asphalted and fenced in, is nothing but a pictorial acknowledgment of the fact that ‘play’ exists as an isolated concept in our minds. It has nothing to do with the life of play itself. Few self-respecting children will even play in a playground.
Play itself, the play that children practice, goes on somewhere different every day. In a natural city this is what happens.
Structural complexity
The idea of overlap, ambiguity, multiplicity of aspect, and the semilattice are not less orderly than the right tree, but more so. They represent a thicker, tougher, more subtle and more complex view of structure.
Neighborhoods
We cannot get an adequate picture of what Middlesborough is, or of what it ought to be, in terms of neighborhoods. When we describe the city in terms of neighborhoods, we implicitly assume that the smaller elements within any one of these neighborhoods belong together so tightly that they only interact with elements in other neighborhoods through the medium of the neighborhoods to which they themselves belong. Ruth Glass herself shows clearly that this is not the case.
Cities which are trees
Columbia, Maryland
Greenbelt, Maryland
Greater London Plan
Mesa City, Paolo Soleri
Tokyo Plan, Kenzo Tange
Chandigarh (Le Corbusier)
Brasilia, Lucia Costa
Communitas (Percival and Paul Goodman)
Roman town evolved from military campsIn the worst cases, the units of which these cities are composed fail to correspond to any living reality; and the real systems, whose existence actually makes the city live, have been provided with no physical receptacle.
In a tree structure, it means that within this structure no piece of any unit is ever connected to other units, except through the medium of that unit as a whole.
Sets and systems
When the elements of a set belong together because they cooperate or work together somehow, we call the set of elements a system.
From a designer’s point of view, the physically unchanging part of this system is of special interest. I define this fixed part as a unit of the city.
Whatever picture of the city someone has is defined precisely by the subsets he sees as units.
Natural and artificial cities
I want to call those cities which have arisen more or less spontaneously over many, many years natural cities. And I shall call those cities and parts of cities which have been spontaneously created by designers and planners artificial cities. Siena, Liverpool, Kyoto, and Manhattan are examples of natural cities. Levittown, Chandigarh, and the British New Towns are examples of artificial cities.
It is more and more widely recognized today that there is some essential ingredient missing from artificial cities.
Trees and semilattices
The tree of my title is not a green tree with leaves. It is the name of an abstract structure. I shall contrast it with another, more complex abstract structure called a semilattice.
Both the tree and semilattice are ways of thinking about how a large collection of many small systems goes to make up a large and complex system.
A collection of sets forms a semilattice if, and only if, when two overlapping sets belong to the collection, the set of elements common to both also belongs to the collection. That is, if [234] and [345] belong to the collection, then [34] belongs to the collection.
A collection of sets forms a tree if, and only if, for any two sets that belong to the collection either one is wholly contained in the other, or they are wholly disjoint. Every tree is trivially a simple semilattice.
We are concerned with the difference between structures in which no overlap occurs, and those structures in which overlap does occur.
The semilattice is potentially a much more complex and subtle structure than a tree. It is this lack of structural complexity, characteristic of trees, which is crippling our conceptions of the city.