The pace of change

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Building a culture to support long term investment in the quality of products

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The pace of change

  1. 1. The pace of change Sjors Timmer, The Community Workshop Sessions ‘13
  2. 2. 1. Continuous improvement 2. The pace of change 3. Building strength
  3. 3. Continuous Improvement
  4. 4. Continuous Improvement
  5. 5. Via: http://stanfy.com/approach/
  6. 6. [Continuous Improvement] is a system that says there is no limit to people’s creativity. People don’t go to Toyota to work they go there to think ! - Taiichi Ohno Author of Toyota Production System
  7. 7. The pace of change
  8. 8. Every form of civilisation is a wise equilibrium between firm substructure and roaring liberty ! - Eugen Rosenstock-Huessey The Clock of the Long Now - Stewart Brand
  9. 9. Pace layering in Stewart Brand - The Clock of the Long Now -
  10. 10. Pace of change People Culture Organisation Infrastructure Interface Interactions
  11. 11. Via: http://stanfy.com/approach/
  12. 12. Time to complete feedback loop People Culture Organisation Infrastructure Interface Interactions
  13. 13. In a healthy society each level is allowed to operate at its own pace, safely sustained by the slower levels below and kept invigorated by the livelier levels above. ! – Stewart Brand The Clock of the Long Now - Stewart Brand
  14. 14. Pace layers in action
  15. 15. Via: http://jonty.co.uk/bits/dagstandards-currentjobs.png People
  16. 16. Culture
  17. 17. Culture
  18. 18. Infrastructure Via: http://googleblog.blogspot.co.uk/2013/04/happy-birthday-campus-london-youve.html
  19. 19. Infrastructure
  20. 20. Every form of civilisation company is a wise equilibrium between firm substructure and roaring liberty ! - Eugen Rosenstock-Huessey The Clock of the Long Now - Stewart Brand
  21. 21. The Five Whys The core idea of Five Whys is to tie investments directly to the prevention of the most problematic symptoms. http://www.fastcodesign.com/1669738/to-get-to-the-root-of-a-hard-problem-just-ask-why-five-tim
  22. 22. Six whys People Culture Organisation Infrastructure Interface Interactions
  23. 23. Every why brings us closer to the root cause but also closer to a layer where things are harder and slower to change
  24. 24. At no point did we drop everything to focus solely on training. Instead, we made incremental improvements to the process constantly ! - Eric Ries http://www.fastcodesign.com/1669738/to-get-to-the-root-of-a-hard-problem-just-ask-why-five-tim
  25. 25. Building strength
  26. 26. Archiving the models allowed architects to keep the traces of creativity […]; de- archiving them meant they could rediscover those traces of design invention that time had left intact. ! - Albena Yaneva Made by the Office for Metropolitan Architecture: an ethnography of design, 2009, page 65
  27. 27. http://www.archined.nl/en/reviews/2010/engels/blue-foam/
  28. 28. The biggest part of our work [...] disappears automatically. [...] But you can't look at these designs as waste. They're ideas; they will survive in books. ! - Rem Koolhaas We're Building Assembly-Line Cities and Buildings, Der Spiegel 2011
  29. 29. http://www.dezeen.com/2010/05/05/oma-book- machine-at-the-architectural-association/ OMA book machine
  30. 30. What can we do in the digital world?
  31. 31. Via http://craigmod.com/journal/digital_physical/
  32. 32. Via http://craigmod.com/journal/digital_physical/
  33. 33. Via http://craigmod.com/journal/digital_physical/
  34. 34. Via http://craigmod.com/journal/digital_physical/
  35. 35. Via http://finalfinal.com/
  36. 36. Via https://blog.gov.uk/
  37. 37. It’s not about improving products, it’s about building a system that enables products to be improved continuously
  38. 38. Thank you Sjors Timmer, The Community Workshop Sessions ‘13

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