Astrix Advertising

Here is a thought starter: If you still rely on * (as this mobile provider does) in your thinking or in the advertising of your solutions, your solution is to complicated.

Now obviously that is not always the case, but it does serve as a way to look at what you are offering. And how you are communicating your offer.

Static/passive media like print and tv used to allow advertisers some lag time between what your offer (in terms of what you offered and how you communicated it) and when the offer was acted upon.

The ever closing gap between input and outcome asks for ever greater streamlining of the purchase process and a greater level of trust between buyer and seller.

But the good side is that every * offers a chance to create something of meaning, something that meets a need in a delightful way (that does not mean you need to add technology to the mix, just start with some observation and buyer point of view empathy and take it from there).

artist state of mind beats state of the art tools

As seen at Frankfurt Airport. Books that help you learn a foreign language by turning the learning into a “Who-done-it” novel. Best bit of gamification I’ve come across in a long time.

Yes new tools (slowly) change cultural practices of people. Yes we should be aware of the new. No, we should not jump on all bandwagons that come along.

In times of increasing technological development, decreasing time to explore its uses and potential, and evergrowing fear by people (both in business and just as citizens) of missing out on the latest trend, we should not forget that looking at what is already in use with a fresh pair of eyes can be just as effective (even more so if all the others are not doing anything with it)…

Note to self: Up in the Air pt 4

So last weekend I went to watch Up in the Air. A movie about a guy (Clooney) who fires people on behalf of companies (or as he likes to say: he helps people steer their boat through desperation towards the dim light of hope…before throwing them of the boat and telling them to swim).

His life is turned upside down when a young MBA (played by Anna Kendrick) comes in and figures out that by doing the firing online and from one central location, the cost of business can be reduced by 85%. Clooney tries to convince her that this is not as clearcut as Kendrick thinks it is.

The contrast between Clooney and Kendrick serves as a nice backdrop for some practices we all know but sometimes need reminding of*:

Culture vs category Culture leads to better understanding of category

There are many problems in the lives of people, that may not directly relate to our products, but offer a chance to solve problems with tangible solutions.

Kendrick came in and saw one thing from her limited exposure and training. ” If we can cut the cost of flying by doing it via internet, we can make a killing”. Of course she is right.

Cutting cost would have made the fictional company more money. Yet what she had not experienced, was the stuff that happens all around the product they offer (in this case the firing of people).

There are issues that play a big part in the lives of the fired ones that have no relation to getting fired. Yet could have offered her company opportunities to be of bigger additional value to clients and customers than just being cheaper.

Culture (or let me rephrase that large word: an understanding of the wider lives of customers other than their behaviour when interacting with our clients catergory product) can be a fertile place for cash. But it means widening our scope.

There is this story about the public service system in Mexico around the 1950’s. It was notorious for its ineffectiveness. But gradually the productivity went up, without active involvement of the Gov. Nobody could, on the surface find a reason for this change. Turns out it was the aircondtitioning.

The siesta was something very strongly engraved in Mecixan live. Whether they be public servants, bankers, mechanics or farmers. The practice was part of the country.

So when the Mexican governement started installing airconditioning machines in city halls and other places where the servants worked, it had unexpected results.

The siesta was used for killing downtime around the hottest time of day, because it was dangerous to be outside (or that was the orginal practice, which carried over even when not entirely true for civil servants in the 1950’s anymore). Now the temperture was being kept steady at a workable one with the help of airco’s.

Slowly but surely this had an effect on the behaviour of the servants that led them not to take siestas and thus upping productivity.

Imagine if the sellers of the airco had pitched it as a means to up productivity or effectiveness, based on this insight and possible new use of product? Would that have been better than just a device to keep people cool?

I don’t know (all history tells us is, that they were bought on the strenght of other considerations), but if we had to sell airco in this day and age it would be an interesting, appealing and memorable pitch compared to standard pitches of just keeping cool.

People are influenced by all kinds of things: the context of interaction, people we look to/at, folklore, the physical world around us, previous experiences, fears, insecurities, much more… and the category product. Use it all to be of better service and ultimately more profitable.

This concludes this series of posts.

*For arguments sake I leave the morality of working for/with a company that fires people for a living out of the equation. Same goes for the actual movie. No accounting for taste.

A good solution is..

Society, and in its slipstream our profession, is increasingly becoming a place taken over by wicked problems.

Wicked problem is a phrase used in social planning to describe a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.(source wikipedia)

What is needed are : Good Solutions.*

1. A good solution accepts given limits, using so far as possible what is at hand. The fartherfetched the solution, the less it should be trusted. Granted that a farm can be too small it is nevertheless true that enlarging scale is a deceptive solution; it solves one problem by acquiring another or several others.

2. A good solution accepts also the limitations of discipline. Agricultural problems should receive solutions that are agricultural, not technological or economic.

3. A good solution improves the balances, symmetries, or harmonies within a pattern – it is a qualitative solution – rather than enlarging or complicating some part of a pattern at the expense or in neglect of the rest.

4. A good solution solves more than one problem, and it does not make new problems. I am talking about health as opposed to almost any cure, coherence of pattern as opposed to almost any solution produced piecemeal or in isolation. The return of organic wastes to the soil may, at first glance, appear to be a good solution per se. But that is not invariably or necessarily true. It is true only if the wastes are returned to the right place at the right time in the pattern of the farm, if the waste does not contain toxic materials, if the quantity is not too great, and if not too much energy or money is expended in transporting it.

5. A good solution will satisfy a while range of criteria; it will be good in all respects. A farm that has found correct agricultural solutions to its problems will be fertile,productive, healthful, conservative, beautiful, pleasant to live on. This standard obviously must be qualified to the extent that the pattern of the life of a farm will be adversely affected by distortions in any of the larger patterns that contain it. It is hard, for instance, for the economy of a farm to maintain its health in a national industrial economy in which farm earnings are apt to be low and expenses high.

But it is apparently true, even in such an economy, that the farmers most apt to survive are those who do not go too far out of agriculture into either industry or banking – and who, moreover, live like farmers, not like businessmen. This seems especially true for the smaller farmers.

6. A good solution embodies a clear distinction between biological order and mechanical order, between farming and industry. Farmers who fail to make this distinction are ideal customers of the equipment companies, but they often fail to understand that the real strength of a farm is in the soil.

7. Good solutions have wide margins, so that the failure of one solution does not imply the impossibility of another. Industrial agriculture tends to put its eggs into fewer and fewer baskets, and to make “going for broke” its only way of going. But to grow grain should not make it impossible to pasture livestock, and to have a lot of power should not make it impossible to use only a little.

8. A good solution always answers the question, How much is enough? Industrial solutions have always rested on the assumption that enough is all you can get. But that destroys agriculture, as it destroys nature and culture. The good health of a farm implies a limit of scale, because it implies a limit of attention, and because such a limit is invariably implied by any pattern. You destroy a square, for example, by enlarging one angle of lengthening one side.

And in any sort of work there is a point past which more quantity necessarily implies less quality. In some kinds of industrial agriculture, such as cash grain farming, it is possible (to borrow an insight from Professor Timothy Taylor) to think of technology as a substitute for skill. But even in such farming that possibility is illusory; the illusion can be maintained only so long as the consequences can be ignored.

The illusion is much shorter lived when animals are included in the farm pattern, because the husbandry of animals is so insistently a human skill. A healthy farm incorporates a pattern that a single human mind can comprehend, make, maintain, vary in response to circumstances, and pay steady attention to. That this limit is obviously variable from one farmer and farm to another does not mean that it does not exist.

9. A good solution should be cheap, and it should not enrich one person by the distress or impoverishment of another. In agriculture, so-called “inputs” are, from a different point of view, outputs – expenses. In all things, I think, but especially in agriculture struggling to survive in an industrial economy, any solution that calls for an expenditure to a manufacturer should be held in suspicion – not rejected necessarily, but as a rule mistrusted.

10. Good solutions exist only in proof, and are not to be expected from some absentee owners or absentee experts. Problems must be solved in work and in place, with particular knowledge, fidelity, and care, by people who will suffer the consequences of their mistakes. There is no theoretical or ideal practice. Practical advice or direction from people who have no practice may have some value, but its value is questionable and is limited. The divisions of capital, management, and labor, characteristic of an industrial system, are therefore utterly alien to the health of farming – as they probably also are to the health of manufacturing.

The good health of a farm depends on the farmer’s mind; the good health of his mind has its dependence, and its proof, in physical work. The good farmer’s mind and his body – his management and his labor – work together as intimately as his heart and lungs. And the capital of a well-farmed farm by definition includes the farmer, mind and body both. Farmer and farm are one thing, an organism.

11. Once the farmer’s mind, his body, and his farm are understood as a single organism, and once it is understood that the question of the endurance of this organism is a question about the sufficiency and integrity of a pattern, then the word organic can be usefully admitted into this series of standards. It is a word that I have been defining all along, though I have not used it.

An organic farm, properly speaking, is not one that uses certain methods and substances and avoids others; it is a farm whose structure is formed in imitation of the structure of a natural system; it has the integrity, the independence, and the benign dependence of an organism. Sir Albert Howard said that a good farm is an analogue of the forest which “manures itself.” A farm that imports too much fertility, even as feed or manure, is in this sense as inorganic as a farm that exports too much or that imports chemical fertilizer.

12. The introduction of the term organic permits me to say more plainly and usefully some things that I have said or implied earlier. In an organism, what is good for one part is good for another. What is good for the mind is good for the body; what is good for the arm is good for the heart. We know that sometimes a part may be sacrificed for the whole; a life may be saved by the amputation of an arm.

But we also know that such remedies are desperate, irreversible, and destructive; it is impossible to improve the body by amputation. And such remedies do not imply a safe logic. As tendencies they are fatal: you cannot save your arm by the sacrifice of your life.Perhaps most of us who know local histories of agriculture know of fields that in hard times have been sacrificed to save a farm, and we know that though such a thing is possible it is dangerous. The danger is worse when topsoil is sacrificed for the sake of a crop.

And if we understand the farm as an organism, we see that it is impossible to sacrifice the health of the soil to improve the health of plants, or to sacrifice the health of plants to improve the health of animals, or to sacrifice the health of animals to improve the health of people. In a biological pattern – as in the pattern of a community – the exploitive means and motives of industrial economics are immediately destructive and ultimately suicidal.

13. It is the nature of any organic pattern to be contained within a larger one. And so a good solution in one pattern preserves the integrity of the pattern that contains it. A good agricultural solution, for example, would not pollute or erode a watershed.

What is good for the water is good for the ground, what is good for the ground is good for the plants, what is good for the plants is good for animals, what is good for animals is good for people, what is good for people is good for the air, what is good for the air is good for the water. And vice versa.

14. But we must not forget that those human solutions that we may call organic are not natural. We are talking about organic artifacts, organic only by imitation or analogy. Our ability to make such artifacts depends on virtues that are specifically human: accurate memory, observation, insight, imagination, inventiveness, reverence, devotion, fidelity, restraint.

Restraint – for us, now – above all: the ability to accept and live within limits; to resist changes that are merely novel or fashionable; to resist greed and pride; to resist the temptation to “solve” problems by ignoring them, accepting them as “trade-offs,” or bequeathing them to posterity. A good solution, then, must be in harmony with good character, cultural value, and moral law.

*A Good Solution comes from the work of  Wendell Berry Chapter 9 : Solving for Pattern

The Gift of Good Land: Further Essays Cultural & Agricultural (North Point Press, 1981). Originally published in the Rodale Press periodical The New Farm.

show me and I will make up my mind, guide me to understand and I will teach others

“Let’s compare technology to works of art. Even masterpieces appear somehow lacking until people appreciate them. That’s when they become truly complete. Beyond the works themselves, it’s how people interpret or receive them that matters. And it’s the same for technology. What matters is deciding how people will want to embrace new technology or features.”

Kenya Hara

Strawberries in January pt 3: the way forward: enhancing relationships, not creating totaly new ones

I realized there was no need to create new forms; all I had to do was design the relationship between a human, an object, and what is around the two. That realization gave me a big relief.

For example, if a client asked me “Please design a chair” while sitting in a good chair, I might go so far as to say, “Why? You’re already sitting in a nice one!” That’s almost it. People think that design is about making new things, creating new stimulations. But what about the good relationships that already exist? Why abandon all that and make things all over again? If there is already a relationship with a chair that is 95 percent good, then all that has to be done is to adjust the remaining 5 percent to suit the current needs. The client might persist and say “No, no, I want you to design it, Mr. Fukasawa.” But what I’m trying to say is that the important thing is how much design you can do with the remaining 5 percent of what has been 95 percent completed, how you can make the best out of the design that has already been developed and improved, and make your design along with what’s already there, instead of just throwing everything out and starting from scratch. Of course, to design that 5 percent is not as easy as it sounds because you have to further improve what’s already a great design.

Naoto Fukasawa