Strategic, not tactical The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical. Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray strategy
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. Toby Shorin, Building for the Culture subpixel.space culturestrategybusiness
What the material wants to be Part of how Lou Kahn made things be good was to ask the material what it wanted to do and be. He asked brick what it liked, and would get a different answer depending on the context for the building. In Dacca, the capital of Bangladesh, brick said it liked an arch. For the Korman House in Philadelphia, brick said it liked two giant fireplaces with a lintel between them for a doorway beneath and a balcony above. Dan Klyn, What Good Means The material finds the right objectWe are working against the grain of the woodThe joy of the humble brick material