industry
Dark satanic mills
And did the Countenance Divine,
Shine forth upon our clouded hills?
And was Jerusalem builded here,
Among these dark Satanic Mills?Monumental structures
These disused gas cylinders occupy a site on the outskirts of Stockholm. For the first ten years after moving to London, the view west across the train tracks was of a similar pair of monumental structures, transfigured by every sunset. One has since been dismantled to make way for the expanding national and international railway stations.
Savage, hostile, and cruel
Some may find puzzling or distasteful the parallel I am drawing between the study of nature and the study of technology. After all, nature is good and good for you, whereas everyone knows that technology is ugly, evil, and dangerous.
A few centuries ago—say, on the American western frontier—a quite different view prevailed. Nature was seen as savage, hostile, cruel. Mountains and forests were barriers, not refuges. The lights of civilization were a comforting sight. We took our charter from the book of Genesis, which grants mankind dominion over the beasts, and felt it was both our entitlement and our duty to tame the wilderness, fell the trees, plow the land, and dam the rivers.
Infrastructure: A Guide to the Industrial Landscape
A Book by Brian HayesThe Factory Photographs
A Book by David LynchI love industry. Pipes. I love fluid and smoke. I love man-made things. I like to see people hard at work, and I like to see sludge and man-made waste.
Scales of cities, scales of software
An Article by Linus the SephistAmerican cities seem like a product of industrial processes where older European cities seem like a product of human processes. This is because most American cities were built after and alongside the car and the industrial revolution – the design of cities took into account what was easily possible, and that guided the shape and scale of everything.
Software has similar analogues. There are software codebases that feel much more industrially generated than hand written, and they’re usually written in automation-rich environments fitting into frameworks and other orchestrating code.
…But despite the availability of cars, I still much prefer the scale and ambiance of European, human-scale cities, because ultimately cities are places humans must inhabit and understand. In the same way, I still much prefer the scale and ambiance of hand-written codebases even in the presence of heavy programming tooling, because ultimately codebases are places humans must inhabit.
Age of Invention
A Series by Anton HowesI’m a historian of innovation. I write mostly about the causes of Britain’s Industrial Revolution, focusing on the lives of the individual innovators who made it happen. I’m interested in everything from the exploits of sixteenth-century alchemists to the schemes of Victorian engineers. My research explores why they became innovators, and the institutions they created to promote innovation even further.
Life-friendly design
An Article by Ralph AmmerI suggest that our industrial heritage has been an important preliminary stage. The next step is to carefully examine and implement design values that nurture our joy of life. Just like our “industrial design” illustrated our industrial values, a life-friendly design could express our biophilic values.
This optimistic design approach differs from naive nostalgia or fear of extinction. There is no way back to nature but only forward to nature.
Narrative Strategy
An unfolding network of associations
We know strategy is an unfolding network of associations:
The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade.
And we know that only 30% of employees can articulate a company’s strategy.
And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world.
This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right?
As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have.