Category Archives: Design Thinking

Renzo Piano & the Centro Botín

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In March this year, the Victorian Government unveiled the winning concept design for the NGV Contemporary, a new centre for art and design, forming part of the planned revamp of the Arts Precinct on Melbourne’s Southbank. Due to open in 2028, The Fox: NGV Contemporary (to give it’s full name, thanks to the benevolence of trucking magnate and close acquaintance of Premier Daniel Andrews, Lindsay Fox) is being heralded as an iconic, nation-defining statement in support of Melbourne’s claim to be the cultural centre of Australia. So far, so good – but I can’t help feeling the design competition has been conducted with some undue haste: Expressions of Interest were sought in March 2021, with a one-week registration deadline. The competition for Stage One of the project closed in August 2021, and Stage Two in November 2021, with the winning team announced in March 2022, barely 12 months from the EOI. Why the hurry (especially as Melbourne was in lockdown for much of that time), and up to now, there does not appear to have been any public consultation in the design process.

The Centro Botín, Santander, designed by Renzo Piano (image sourced from Wikimedia)

Contrast this with the design of the Centro Botín in Santander, Spain, by Italian architect Renzo Piano, whose story is told in an absorbing documentary, “Renzo Piano: The Architect of Light”. First, neither the architect nor the sponsoring Botín Foundation had any aspirations of creating an “iconic building”; instead, the goal was to have as minimal physical impact as possible, while reclaiming an area of land and returning it to public use. Second, there was a public consultation process, to overcome concerns expressed by some nearby residents. Third, while the documentary has no doubt been artfully edited, it does provide extensive “behind the scenes” access to the design and construction process over its 7-year development, which included a 3-year delay in completion. The fact that this was a private commission rather than a competition may account for this approach, but there was still a great deal of negotiation with municipal and community stakeholders.

The documentary itself is notable not only for the degree of transparency (we observe meetings between architect, client and project managers throughout the process), but also for the simplicity of its narrative, and the wise decision to dispense with any voiceover commentary – the subjects are allowed to speak for themselves. There are also references to cultural icons such as novelist Italo Calvino and film-maker Roberto Rossellini. The use of Mahler’s ‘Symphony No. 5’ in the soundtrack underlines Renzo Piano’s fascination with light as a construction material, as important to him as glass, concrete and steel – the music is most famously associated with the film of ‘Death in Venice’, a city renowned for its light.

If the primary inspiration for the design of the Centro Botín is light (and lightness of construction), I’m struggling, based on the available evidence, to see what the inspiration is for the NGV Contemporary. Despite being a statement about “art and design”, I fear that this project is as much about political statements and lasting personal legacies. Much has been made about the potential job creation during its construction, but much less about the design principles and aesthetic objectives. I hope this project does not turn into a municipal white elephant.

The original NGV (now referred to as NGV International) is a landmark building and one of the most popular destinations in Melbourne. I have known it most of my life, having first visited it aged 10, when it left an indelible impression on me. Having lived in Melbourne the past 20 years, I have been a regular visitor since it was extensively refurbished in 2003. As part of the Arts Precinct, the NGV is a focal point for the city’s cultural activities, and is a major draw card for local and international visitors. Any enhancement of the NGV and the surrounding facilities is generally to be welcomed, and certainly there are parts of the precinct that could do with upgrading. However, I’m not sure the design for the NGV Contemporary is the right decision.

Aside from the hastiness shown by the NGV Contemporary’s design phase, I’m surprised that the winning design team, Angelo Candalepas and Associates, do not appear to have built any comparable projects, despite winning multiple awards for their past work. The Candalepas studio has designed many residential buildings (and I lived very happily in one of their first competition successes, ‘The Point’ in Sydney’s inner city suburb of Pyrmont), but as far as I can see, nothing on the scale, significance or importance as NGV Contemporary. The proposed design looks very “blocky”, notwithstanding the internal “spherical hall”, which is highly reminiscent of New York’s Guggenheim Museum. It’s also not clear what the spacial relationship will be with the existing NGV and other neighbouring buildings, nor whether any of them will need to be remodelled or demolished to make way for this latest addition. I’ve tried, without success, to find a map or ground plan of the proposed development, or any details on how the NGV Contemporary will be accessed from adjacent streets, other than via a new garden that appears to envelop the NGV International – so what existing land will this garden occupy, and what current facilities might be lost in the process?

In conclusion, since its opening in 2017, the Centro Botín appears to have been enthusiastically embraced by the residents of Santander, and manages to be both utterly modern and easily accessible, unlike so many other examples of “statement” architecture. I hope we will see a similar outcome for NGV Contemporary.

Next week: Mopping up after the LNP

No-code product development

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Anyone familiar with product development should recognise the image below. It’s a schematic for a start-up idea I was working on several years ago – for an employee engagement, reward and recognition app. It was the result of a number of workshops with a digital agency covering problem statements, user scenarios, workflow solutions, personas, UX/UI design and back-end architecture frameworks.

At the time, the cost quoted to build the MVP was easily 5-6 figures – and even to get to that point still required a load of work on story boards, wire frames and clickable prototypes….

Now, I would expect the developers to use something like a combination of open-source and low-cost software applications to manage the middle-ware functions, dial-up a basic cloud server to host the database and connect to external APIs, and commission a web designer to build a dedicated front-end. (I’m not a developer, programmer or coder, so apologies for any glaring errors in my assumptions…)

The growth in self-serve SaaS platforms, public APIs and low-cost hosting solutions (plus the plethora of design marketplaces) should mean that a developer can build an MVP for a tenth of the cost we were quoted.

Hence the interest in “low-code/no-code” product development, and the use of modular components or stack to build a range of repetitive, automated and small scale applications. (For a dev’s perspective check out Martin Slaney’s article, and for a list of useful resources see Ellen Merryweather’s post from earlier this year.)

There are obvious limitations to this approach: anything too complex, too custom, or which needs to scale quickly may break the model. Equally, stringing together a set of black boxes/off-the-shelf solutions might not work, if there are unforeseen incompatibilities or programming conflicts – especially if one component is upgraded, and there are unknown inter-dependencies that impact the other links in the chain. Which means the product development process will need to ensure a layer of code audits and test environments before deploying into production.

I was reflecting on the benefits and challenges of hermetically sealed operating systems and software programs over the weekend. In trying to downgrade my operating system (so that I could run some legacy third-party applications that no longer work thanks to some recent systems and software “upgrades”), I encountered various challenges, and it took several attempts and a couple of workarounds. The biggest problem was the lack of anything to guide me in advance – that by making certain changes to the system settings, or configuring the software a certain way, either this app or that function wouldn’t work. Also, because each component (the operating system, the software program and the third party applications) wants to defend its own turf within my device, they don’t always play nicely together in a way that the end user wants to deploy them in a single environment.

App interoperability is something that continues to frustrate when it comes to so-called systems or software upgrades. It feels like there needs to be a specialist area of product development that can better identify, mitigate and resolve potential tech debt, as well as navigate the product development maintenance schedule in anticipation of future upgrades and their likely impact, or understand the opportunities for retrofitting and keeping legacy apps current. I see too many app developers abandoning their projects because it’s just too hard to reconfigure for the latest system changes.

Next week: Telstar!

 

 

 

Social Distancing in Victorian Melbourne…

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At the time of writing Victorians, like most of Australia, are living under a Covid19 “stay at home and practise social distancing” regime in attempt to “flatten the curve” and reduce the spread of this contagion. I have been working from home for 3 weeks, only going out for essential food shopping and a daily walk for exercise (since my gym is closed). This perambulation has revealed some lesser-seen aspects of Melbourne (apart from the empty streets), including the way the modern city’s 19th century founders went about their approach to urban design – including some examples of built-in social distancing.

The first example is the number of public parks and gardens close to the CBD that were established in the 1800s, and which have managed to survive the onslaught of developers. As we know, public parks, with their trees and green spaces act as the lungs of the city, and provide a place to exercise, relax and get some fresh air. So we need these facilities more than ever in times like these. (Strange why the Victorian Government still insists in allowing vehicles to use the culturally and historically significant Yarra Park as a public car park on so many days, with all the horticultural and environmental damage that this causes…)

Second, the decision to incorporate lane-ways into the grid design of the CBD, as well as throughout the 19th century expansion of the inner city suburbs. While their design was mainly pragmatic (ease of access for night carts, storm drainage), the result is that in densely-built areas such as Richmond, Carlton, East Melbourne, Fitzroy and Collingwood, lane-ways mean even terraced houses can have ample space between them and the next block, allowing for better ventilation, natural light and reduced risk of disease. (For an example of the lane-ways importance to Melbourne’s character and psyche, check out Daniel Crooks’ video, “An Embroidery of Voids”.)

Third, the decision not to build right up to the urban banks of the Yarra River (and the straightening and leveling of the river itself) has left them accessible to the public, both as a means of cycling and walking to/from work, and for recreational purposes. In many cities, riverfront access has largely been blocked off as adjacent land has been appropriated for private, commercial and industrial use.

At a time like this, I truly appreciate the foresight of Melbourne’s Victorian town planners – I just hope we can continue to enjoy their legacy in the coming weeks and months!

Next week: #Rona19 – beyond the memes

 

The Day of the Mavericks – the importance of intrapreneurship

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As part of my notes on Melbourne’s recent Startup Week, I mentioned an interesting discussion on “innovation from within”, and the importance of intrapreneurship. There has been a steady stream of articles on the rise of intrapreneurship, an often overlooked skill set or resource that all organisations need to tap into, harness and deploy successfully. But what does it take to be an intrapreneur, and where can we find them?

Idea Machine - image sourced from Vocoli

Idea Machine – image sourced from Vocoli

The panel discussion on “Innovation from the inside out” was mostly about what leaders are doing to foster entrepreneurial-thinking from within their own organisations, featuring Janet Egber (NabLabs), Phil Harkness (EY), Martin Kennedy (GE) and Liza Noonan (CSIRO). Much of this effort revolves around connecting individual purpose with collective purpose (team, organisation, society). For example, at EY, there is a program to “promote purpose-led transformation, grounded in humanity and a call to action”, while GE also places importance on purpose. CSIRO, meanwhile, is clearly undergoing some huge transformational change of its own, with a key focus on “making the treasure chest of ideas happen.” (For a couple of related blogs, see here and here.)

When asked about how to incentivize intrapreneurship, and how to prioritise efforts, Liza Noonan was of the view that the “grass-roots” of the organisation “give us permission” to pursue particular projects. While Phil Harkness talked about the need to develop appropriate career paths, and the importance of change management engagement.

In my own experience, intrapreneurs are likely to display a healthy mix of the following characteristics:

Curiosity – This is critical. If you don’t display any interest in what is going on around you;  if you don’t think about how things could be done differently, better or more effectively; or if you don’t care about how things work, you are unlikely to discover anything new or uncover new business opportunities. This is not only about formal technical skills, this is also about personal outlook. It’s not intended to be disruptive, but maverick thinking is often what gets results.

Creativity – While I am not a big fan of formulaic management methodologies, I do see some value in certain aspects of the Six Hats model – of which Green for Creative Thinking is key here. As well as being a vital part of ideation and innovation, having a creative mindset (coupled with innate curiosity) is essential to problem solving – especially when it comes to “what if?” scenarios, and joining the dots between seemingly disparate data.

Commercial – Intrapreneurs don’t need to be financial wizards, or be the best sales people – but they need to be grounded in the commercial realities of how businesses work, how markets develop, what customers think, and what it takes to launch a new product or service. Being open and receptive to customer feedback is essential, along with an ability to manage solution sales and consultative selling.

Uncertainty – Being comfortable with uncertainty, and learning to be resilient, flexible and adaptive are essential to the intrapreneurial mindset. This may include a different approach to risk/reward models, as well as being able to look beyond the normal business plan cycle into the “unknown” of the future.

Scepticism – Having a healthy degree of doubt and not falling prey to over-optimism can help to manage expectations and enthusiasm built on irrational exuberance. We know most new ideas never get off the whiteboard (which is OK!), so the skill is to challenge everything until proven, but in a constructive, pro-active and collaborative way.

The key to intrapreneurship is being able to find your role or niche in the organisation, from where you can develop your expertise, establish your influence and build a foundation for solid outcomes. While at times it can feel a bit like “right person, right place, right time”, there are strategic steps you can take to manage your own career as an intraprenuer, including networking, self-directed learning, volunteering for new projects and taking responsibility for fixing things when they go wrong, even if they are outside your immediate responsibilities. It’s these sorts of behaviours that get noticed.

I know from personal experience that being curious and asking the right questions can lead to exciting new opportunities (in my case, six years in Hong Kong to establish a greenfield business). I also value the advice of a senior colleague soon after I joined an organisation: “You need to be part of the solution, not be part of the problem” when it comes to organisational change. And some of the best indirect feedback I ever received was from a colleague who introduced me to a new hire: “This is Rory, he’s our lateral thinker”.

Finally, it’s not always easy or comfortable to challenge the status quo from within (which is what a lot of intrapreneurship involves). Intrapreneurship can also feel lonely at times, which is why it’s vital to make the right connections and build sustainable relationships because, in army terms, you don’t want to get a reputation for being part of the “awkward squad”.

Next week: “Language is a virus” – a look at coding skills