The nineteenth century saw an increasing separation between the treatment of the surface and the structure of designed objects. Mass production and a mobile market economy encouraged the production of heavily ornamented yet cheaply fabricated products. Affordable manufacture allowed the burgeoning middle class to acquire “luxury” goods fashioned after objects formerly reserved for an elite.
Put together with odd bits of the useless Clarice, a survivors’ Clarice was taking shape, all huts and hovels, festering sewers, rabbit cages. And yet, almost nothing was lost of Clarice’s former splendor; it was all there, merely arranged in a different order, no less appropriate to the inhabitants’ needs than it had been before.
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.
Most objects which we are accustomed to call beautiful, such as a painting or a tree, are single-purpose things, in which, through long development or the impress of one will, there is an intimate, visible linkage from fine detail to total structure.
The resistant virtues of the structure that we make depend on their form; it is through their form that they are stable and not because of an awkward accumulation of materials. There is nothing more noble and elegant from an intellectual viewpoint than this; resistance through form.
When you look at the consumer products generated by many other manufacturers, and even by Braun today, there seem to be an awful lot of camels around. Maybe these companies are too diffuse, have the decision-makers in the wrong places or are continually making the wrong decisions and have no one to stop them. They make products with short-term goals in mind, seducing the eye of the buyer with fashionable colors, sensational curves or exotic surfaces. They may have external designers and, perhaps most significantly, the brand identity is defined by external marketing concerns, rather than design or user-related issues.
The lesson to learn from Braun is that allowing a consistent philanthropic design approach to define a company can be extremely successful if it is executed with discipline, flexibility and good timing combined with hard work and, not least, great talent.