In addition to managing the flow of people in the spaces of the museum in order to maximize freedom of movement and choice, Irwin also modified the industrial window grids to create perceptual ambiguity, placing transparent glass in the inner four panes while using frosted glass for the outer panes. With this, Irwin solved the problem of either having the windows become a wall of glaring light, if all transparent glass was used, or having them become a claustrophobic muffling of space, if all frosted glass was used. Irwin's windows catch the eye in a back and forth oscillation between distant and proximal focus.
It is unusual to find such mismatched elements on a single facade as this fine stonework coexisting with these stained and rotting shutters, on a house in the fortified town of Feltre, in the northern Italian province of Belluno.
Where considerable labour lies behind the cutting and fitting of the stone, the timber planks have been left in their raw state, with no paint or carved decoration. Even the iron hinges are of the plainest variety.
Take the use of enormous plate windows...they deprive our buildings of intimacy, the effect of shadow and atmosphere. Architects all over the world have been mistaken in the proportions which they have assigned to large plate windows or spaces opening to the outside. We have lost our sense of intimate life, and have become forced to live public lives, essentially away from home.
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.