Le Corbusier, the greatest architect of the last century, noted that 'architecture is the learned game, correct and magnificent, of forms assembled in light', demonstrating to what extent light has been prioritized in the Western tradition. Tanizaki, on the other hand, spoke of the important of shadows, of extended eaves. Rather than the light that shines directly into a room, he praised the soft light that penetrates a space after being reflected off the floor, and again from the ceiling.
...In Japanese architecture, the gentle light that passes through shoji screens serves a key purpose. It reaches right to the back of the room, so that the space feels bright, even without the aid of artificial light. The soft light filtering through the white film at Takanawa Gateway Station represents a form of light that was forgotten about by Japanese Modernism.
There is an Escher-like quality to these flights of steps, but it is the intricate net of shadows created by the roof structure of this sky-lit sculpture gallery, falling across a succession of vertical planes and reflecting back on the surface of the glass, which commands attention. Slender metal bars set crosswise between the rafters add their own animating rhythm. It all makes for a very complex visual arena in which to view art.
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.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.