I decided to furnish the restaurant [Tetchan] with the kinds of discarded items one wouldn't normally use in interior design, from recycled LAN cables to acrylic by-products.
When using discarded objects in interior design, it gives even brand-new places the feeling that they have always been there. I think this is due to the inherent history of these thrown-away items, which lives on inside of them.
Permaculture systems seek to stop the flow of nutrient and energy off the site and instead turn them into cycles, so that, for instance, kitchen wastes are recycles to compost; animal manures are directed to biogas production or to the soil; household greywater flows to the garden; green manures are turned into the earth; leaves are raked up around trees as mulch.
Burtynsky's [shipbreaking] photos tell us important things about the themes of breakdown, maintenance, and repair raised here. The first is the extent to which such work is rendered invisible under our normal modes of picturing and theorizing technology. Burtynsky's photos share, in exquisite detail, a side or moment of technological life that goes for the most part unrecognized.
If we are to understand maintenance, repair, and technology more broadly, scenes such as Burtynsky's must be made empirically and conceptually familiar, even normal.
When we enter the world of refuse and waste, we cross over into a mirror-image economy. In the "normal" world, we pay to acquire things; on the other side of the looking glass, we pay to get rid of them. Junk isn't merely worthless; it has negative value.
A chemical engineer once told me about a recent improvement in a manufacturing process; by fine-tuning a chemical synthesis he had increased the yield of a certain commodity from 98 percent to 99 percent. I congratulated him, but I couldn't help remarking that this seemed like a rather paltry improvement. "Ah, you miss the important point," he said. "The amount of waste goes from 2 percent down to 1 percent. It's cut in half. We save tremendously on disposal costs."
There’s a movement called the circular economy which is about designing services that don’t include throwing things away. There is no “away.”
A non-extractive economy is going to look very different to today’s economy. These points feel opposed somehow but they are part of the same movement:
With CupClub, it’s all about infrastructure.
With the battery-free Game Boy, it’s untethered from infrastructure: once manufactured, no nationwide electricity grid is required to play.
We’ll need better tools to track and measure. There will be new patterns for new types of services. New technologies to build new products. New language. So it’s fascinating seeing the pieces gradually come together.
The Lean Portfolio Management function that controls funding, are given sole authority to approve which Portfolio Epics move into each stream. Epics are not explanations about a problem that needs to be solved. They are pre-formed ideas about how best to solve those problems.
Right away we can see signs of the old-school mindset of viewing teams as a “delivery” function instead of a strategic one. The high level thinkers come up with ideas, and the low level doers execute on those ideas. Ignored is the possibility that those closest to the work might be best equipped to make decisions about it. Escaping from this misguided mindset is a core goal of Agile thinking that SAFe fails to remotely accomplish.
In all this focus on volume metrics, estimation, and churning work through the pipeline, the concept of what’s actually valuable or successful is easily lost. It’s often assumed that more work shipped out the door must be “value”, even if the experience of the product is actually suffering and users are not benefiting from the additional features.