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Product design

Ian’s experience of using Android Wear echoes my own in large part, especially this paragraph:

It’s also much, much less intrusive in social situations. Glancing at your wrist for a second to check an alert lets you stay more present in the conversation which is happening around you than ferreting around in your pocket, dragging out your phone, switching it on, checking whatever and putting it back. And of course with the phone, you’ve got the temptation to keep it on the table in front of you, glance at it, maybe see what Twitter is talking about… all of which breaks the social contact you’re having in the real world.

To which I’d add that the physical gesture of glancing at one’s watch is something we’re pretty much globally comfortable with in social situations, unlike say getting your phone out and trying to maintain a conversation…

Quick work thing. We’ve working with Chromecast for a little while.

Chromecast is basically a chrome browser on a stick that plugs into the back of your telly using the HDMI port and once connected to your wifi can be controlled by almost anything else on that network – phone, tablet, ‘puter.

It’s the sort of cheap, accessible tech that is really worth examining for opportunities – like the hacks we did with the Cooper-Hewitt – or this: Photowall for Chromecast.

It’s introduced in this video by m’colleagues George and Justin who first prototyped it and helped usher it into the world.

The SDK is out there – have at it.

Just finished reading “Jony Ive: The Genius Behind Apple’s Greatest Products” by Leander Kahney, which is mainly fascinating because of the abscence of it’s subject. Ive has said so little in public (aside from in corporate pr films) that the book paints a detailed picture of everything around him – the design culture he was raised in, both in education and industry, the design group and wider engineering/manufacturing culture at Apple – right down to gems like this:

“Enter the need for so-called friction stir welding (FSW), a solid-state welding process invented in 1991. It’s actually less of a weld than a recrystallization, as the atoms of the two pieces are joined in a super strong bond when a high-speed bobbin is moved along the edges to be bonded, creating friction and softening the material almost to its melting point.”

Needless to say I really enjoyed it – but Ive is just the hook the book hangs off. It wouldn’t exist or sell as a book without him, although it’s full of fascinating detail about how Apple products are designed and made.

The little you do learn about Ive as a design leader is good. A little hagiographic, but hey. I’d recommend it more for the insights into the design, making and manufacturing approach at Apple than the man at the centre of it however.

‘In America, on the other hand,’ Milton explained, ‘designers are very much serving what industry wants. In Britain, there is more of the culture of the garden shed, the home lab, the ad hoc and experimental quality. And Jony Ive interacts in such a way … [he] takes big chances, instead of an evolutionary approach to design – and if they had focus-grouped Ive’s designs, they wouldn’t have been a success.’

If the education system in America tended to teach students how to be an employee, British design students were more likely to pursue a passion and to build a team around them.

‘As an industrial designer, you have to take that great idea and get it out into the world, and get it out intact. You’re not really practising your craft if you are just developing a beautiful form and leaving it at that.’

I can’t have people working in cubicle hell. They won’t do it. I have to have an open studio with high ceilings and cool shit going on. That’s just really important. It’s important for the quality of the work. It’s important for getting people to do it. – ROBERT BRUNNER

He wanted a ‘small, really tight’ studio. ‘We would run it like a small consulting studio, but inside the company,’ he said. ‘Small, effective, nimble, highly talented, great culture.’4 Setting up a consultancy inside Apple seemed in line with the company’s spirit: unconventional, idea driven, entrepreneurial. ‘It was because, really, I didn’t know any other way,’ Brunner explained. ‘It wasn’t a flash of brilliance: that was the only thing I knew how to do.’

In 1997, English contributed photos to Kunkel’s book about the design group, AppleDesign, but he also worked with a lot of other design studios in the Valley. To his eye, Apple seemed different. It wasn’t just the tools and their focus; the place was rapidly populated with designer toys, too, including spendy bikes, skateboards, diving equipment, a movie projector and hundreds of films. ‘It fostered this really creative, take-a-risk atmosphere, which I didn’t see at other firms,’ said English.

Brunner also made about half a dozen of the designers ‘product line leaders’ (PLLs) for Apple’s major product groups: CPUs, printers, monitors and so on. The PLLs acted as liaisons between the design group and the company, much in the way an outside design consultancy would operate. ‘The product groups felt there was a contact within the design group,’ Brunner said.

Brunner wanted to shift the power from engineering to design. He started thinking strategically. His off-line ‘parallel design investigations’ were a key part of his strategy. ‘We began to do more longer-term thinking, longer-term studies around things like design language, how future technologies are implemented, what does mobility mean?’ The idea was to get ahead of the engineering groups and start to make Apple more of a design-driven company, rather than a marketing or engineering one. ‘We wanted to get ahead of them, so we’d have more ammunition to bring to the process.’

In hindsight, Brunner’s choices – the studio’s separation from the engineering groups, its loose structure, the collaborative workflow and consultancy mind-set – turned out to be fortuitous. One of the reasons Apple’s design team has remained so effective is that it retains Brunner’s original structure. It’s a small, tight, cohesive group of extremely talented designers who all work on design challenges together. Just like the designers had done at Lunar, Tangerine and other small agencies. The model worked.

‘Bob did more than lay the foundations for Jony’s design team at Apple – he built the castle,’ said Clive Grinyer. ‘After Bob, it was the first time that an in-house design team was cool.’

Jony was looking for the Mac NC’s ‘design story’. As his dad, Mike, had instilled in him, developing the design story was an essential first step in conceiving something entirely new. ‘As industrial designers we no longer design objects,’ Jony said. ‘We design the user’s perceptions of what those objects are, as well as the meaning that accrues from their physical existence, their function and the sense of possibility they offer.’

‘When you see the most dramatic shift is when you transition from an abstract idea to a slightly more material conversation,’ Jony said. ‘But when you made a 3-D model, however crude, you bring form to a nebulous idea, and everything changes – the entire process shifts. It galvanizes and brings focus from a broad group of people.

Though Jobs rejected all five names, Segall refused to give up on iMac. He went back again with three or four new names, but again pitched iMac. This time, Jobs replied: ‘I don’t hate it this week, but I still don’t like it.’43 Segall heard nothing more about the name from Jobs personally, but friends told him that Jobs had the name silk-screened onto prototypes of the new computer, testing it out to see if he liked the look. ‘He rejected it twice but then it just appeared on the machine,’ Segall recalled. He came to believe that Jobs changed his mind just because the lower-case ‘i’ looked good on the product itself.

Boxes may seem trivial, but Jony’s team felt that unpacking a product greatly influenced the all-important first impressions. ‘Steve and I spend a lot of time on the packaging,’ Jony said then. ‘I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.’

‘Innovation,’ he wrote, ‘is rarely about a big idea; more usually it’s about a series of small ideas brought together in a new and better way. Jony’s fanatical drive for excellence is, I think, most evident in the stuff beyond the obvious; the stuff you perhaps don’t notice that much, but which makes a difference to how you interact with the product, how you feel about it.’

‘Apple designers spend ten percent of their time doing traditional industrial design: coming up with ideas, drawing, making models, brainstorming. They spend ninety percent of their time working with manufacturing, figuring out how to implement their ideas.’

On iPhone launch day, Jobs turned to Kay and casually asked, ‘What do you think, Alan? Is it good enough to criticize?’ The question was a reference to a comment made by Kay almost twenty-five years earlier, when he had deemed the original Macintosh ‘the first computer worth criticizing’. Kay considered Jobs’s question for a moment and then held up his moleskin notebook. ‘ “Make the screen at least five inches by eight inches and you will rule the world,” he said.’

‘I have literally seen buildings where as far as the eye can see, where you can see machines carving, mostly aluminium, dedicated exclusively for Apple at Foxconn,’ said Guatam Baksi, a product design engineer at Apple from 2005 to 2010. ‘As far as the eye can see.’

Unibody represents a giant financial gamble by Apple. When it started investing seriously around 2007, Apple contracted with a Japanese manufacturer to buy all the milling machines it could produce for the next three years. By one estimate, that was 20,000 CNC milling machines a year, some costing upward of $250,000 and others $1 million or more. The spending didn’t stop there, as Apple bought up even more, acquiring every CNC milling machine the company could find. ‘They bought up the entire supply,’ said one source. ‘No one else could get a look in.’

Apple spent $9.5 billion on capital expenditures, the majority of which was earmarked for product tooling and manufacturing processes. By comparison, the company spent $865 million on retail stores. Thus, Apple spent nearly eleven times as much on its factories as on its stores, most of which are in prime (that is, expensive) real estate locations.

Enter the need for so-called friction stir welding (FSW), a solid-state welding process invented in 1991. It’s actually less of a weld than a recrystallization, as the atoms of the two pieces are joined in a super strong bond when a high-speed bobbin is moved along the edges to be bonded, creating friction and softening the material almost to its melting point. The plasticized materials are then pushed together under enormous force, and the spinning bobbin stirs them together. The result is a seamless and very strong bond. In the past, FSW required machines costing up to three million dollars apiece, so its use was confined to fabricating rocket and aircraft parts. More recent advances allowed CNC milling machines to be retrofitted to perform FSW at a much lower cost. In addition to its other advantages, FSW produces no toxic fumes and finished pieces that require no extra filler metal for further machining, making the process more environmentally friendly than traditional welding.

‘That’s probably the single greatest effect, that we nowadays expect many things to have better designs. Because of Apple, we got to compare crappy portable computers versus really nice ones, crappy phones versus really nice ones. We saw a before-and-after effect. Not over a generation, but within a few years. Suddenly 600 million people had a phone that put to shame the phone they used to have. That is a design education at work within our culture.’

I’m trying to find the source of Matt’s story. Maybe I could even find the ‘old-school New York marketing man’ now I’m in NYC…

For now, however it’s good to park it here.

An important lens.

A friend of mine told me about an old-school, New York marketing man he’d once met. He had claimed that there are four reasons people will buy your product: hope, fear, despair and greed.

Hope is when your meal out at the restaurant is because it’s going to be awesome. Fear is because you’ll get flu and lose your job unless you take the pills every day. Despair is needs not wants: buying a doormat, or toilet paper, or a ready-meal for one. Greed gets you more options to do any of the above, like investing.

We try to make all our work hopeful. (Also, beautiful, inventive and popular!) It would be lazy to fall back on a despair good – or, worse, to use a fear motivation.

More or less a year to the day from announcing it, we (BERG) are shipping the first BERGcloud product, Little Printer.

What’s more it’s shipping to paying customers in Europe and the USA from a supply chain system we set up for SVK in beautifully-designed packaging we crafted in-house.

I didn’t really have any involvement in the project – I mainly work on our consulting gigs that enable us to invest in our our product development – but I’m still enormously proud to have been included in this company photo a year ago when we celebrated the announcement.


^ photo by timo

And, even though I’m not in the studio at the moment, I’m super-pleased for them all today as the first products wend their way from warehouses to their new owners.

The way to LDN's heart is on a brompton

I got my Brompton six years ago, while I was still reverse-commuting every day from central London to Hampshire. Nokia’s UK design studio was located in glamorous Farnborough at the time, and quite a few of us travelled west from Waterloo for an hour or so, where there was a incredibly-depressing shuttle bus to the anonymous office park where we drank a lot of tea and tried to seduce implacable engineers and product managers with endless flash mockups of what we thought were better UIs than s60.

But that’s a tale for another day.

The train ride you could cope with – competitive crosswording with Matt Brown, Joe McCloud’s stream of consciousness narration of the suburban landscapes we trundled through (think Jonathan Meades meets Bill Hicks), Eddie’s terrible puns – but wait for the shuttle bus and the cramped, smelly bus ride itself were the last straw for many, who opted to bike the last couple of miles to the office every day instead.

There were a few tribes – the fast and furious fixies of Adam and Silas, Tom and Mattias the oak-legged mud-loving MTBers… and then, me… initially on a Strida, with its rubber belt, tiny wheels, pennyfarthing-seating and terrifying twitch-steering.

1st commute

Despite it’s quirks, I loved the Strida – at least compared to the shuttle bus. It was perfect for the train -> work -> train -> pub -> first floor flat daily life I had back then.

Strida Day #1

The lack of gears started to be noticed on even the slight climbs between Farnborough station and Nokia HQ, so after only a few months, in September 2006 I upgraded to my Brompton.

Wheels for yr mind

Up until last year it was my primary bike – until I started cycling my entire route to work rather than folding up and getting on the train. It sat forlorn in the studio, and then my kitchen – until last Saturday when I sold it to welovebromptons.co.uk, from where it will hopefully find a new home.

I loved my brompton as I’ve not loved many of my possessions. Not only for it’s utility and efficency – but also for what it represented: British design, engineering and manufacture.

I was fortunate to be invited to the Brompton factory in 2010.

Visiting the Brompton Bicycles factory, July 2010 - 17

I believe that at the time it was (and it still maybe) the only full manufacturing site in London. It was fantastic to see the skill, care and attention to detail that was given to every process.

Visiting the Brompton Bicycles factory, July 2010 - 04

Also the integration of design, engineering and manufacture – the continuum of concern that the designers had for the material and human processes at work in the factory.

Visiting the Brompton Bicycles factory, July 2010 - 14

Visiting the Brompton Bicycles factory, July 2010 - 06

Visiting the Brompton Bicycles factory, July 2010 - 07

Design was not an abstract activity, but an integral one – with a tight feedback loop from the shop floor, the testing suites, the customer service.

And the shop floor itself was a treat for a designer – a rainbow of coated metal…

Visiting the Brompton Bicycles factory, July 2010 - 08

So, sadly it’s goodbye to all that for now, no longer will I be able to tuck my green machine into the convenient parking bay provided by The Shepherdess…

The Bromptronozord

But I dare say I’ll own one again, one day.

Handsome, handsome machines.

If you know me, then you’ll know that “Guilty Robots, Happy Dogs” pretty much had me at the title.

It’s obviously very relevant to our interests at BERG, and I’ve been trying to read up around the area of AI, robotics and companions species for a while.

Struggled to get thought it to be honest – I find philosophy a grind to read. My eyes slip off the words and I have to read everything twice to understand it.

But, it was worth it.

My highlights from Kindle below, and my emboldening on bits that really struck home for me. Here’s a review by Daniel Dennett for luck.

“Real aliens have always been with us. They were here before us, and have been here ever since. We call these aliens animals.”

“They will carry out tasks, such as underwater survey, that are dangerous for people, and they will do so in a competent, efficient, and reassuring manner. To some extent, some such tasks have traditionally been performed by animals. We place our trust in horses, dogs, cats, and homing pigeons to perform tasks that would be difficult for us to perform as well if at all.

“Autonomy implies freedom from outside control. There are three main types of freedom relevant to robots. One is freedom from outside control of energy supply. Most current robots run on batteries that must be replaced or recharged by people. Self-refuelling robots would have energy autonomy. Another is freedom of choice of activity. An automaton lacks such freedom, because either it follows a strict routine or it is entirely reactive. A robot that has alternative possible activities, and the freedom to decide which to do, has motivational autonomy. Thirdly, there is freedom of ‘thought’. A robot that has the freedom to think up better ways of doing things may be said to have mental autonomy.”

“One could envisage a system incorporating the elements of a mobile robot and an energy conversion unit. They could be combined in a single robot or kept separate so that the robot brings its food back to the ‘digester’. Such a robot would exhibit central place foraging.”

“turkeys and aphids have increased their fitness by genetically adapting to the symbiotic pressures of another species.

“In reality, I know nothing (for sure) about the dog’s inner workings, but I am, nevertheless, interpreting the dog’s behaviour.”

“A thermostat … is one of the simplest, most rudimentary, least interesting systems that should be included in the class of believers—the class of intentional systems, to use my term. Why? Because it has a rudimentary goal or desire (which is set, dictatorially, by the thermostat’s owner, of course), which it acts on appropriately whenever it believes (thanks to a sensor of one sort or another) that its desires are unfulfilled. Of course, you don’t have to describe a thermostat in these terms. You can describe it in mechanical terms, or even molecular terms. But what is theoretically interesting is that if you want to describe the set of all thermostats (cf. the set of all purchasers) you have to rise to this intentional level.”

“So, as a rule of thumb, for an animal or robot to have a mind it must have intentionality (including rationality) and subjectivity. Not all philosophers will agree with this rule of thumb, but we must start somewhere.”

We want to know about robot minds, because robots are becoming increasingly important in our lives, and we want to know how to manage them. As robots become more sophisticated, should we aim to control them or trust them? Should we regard them as extensions of our own bodies, extending our control over the environment, or as responsible beings in their own right? Our future policies towards robots and animals will depend largely upon our attitude towards their mentality.”

“In another study, juvenile crows were raised in captivity, and never allowed to observe an adult crow. Two of them, a male and a female, were housed together and were given regular demonstrations by their human foster parents of how to use twig tools to obtain food. Another two were housed individually, and never witnessed tool use. All four crows developed the ability to use twig tools. One crow, called Betty, was of special interest.”

“What we saw in this case that was the really surprising stuff, was an animal facing a new task and new material and concocting a new tool that was appropriate in a process that could not have been imitated immediately from someone else.”

A video clip of Betty making a hook can be seen on the Internet.

“We are looking for a reason to suppose that there is something that it is like to be that animal. This does not mean something that it is like to us. It does not make sense to ask what it would be like (to a human) to be a bat, because a human has a human brain. No film-maker, or virtual reality expert, could convey to us what it is like to be a bat, no matter how much they knew about bats.”

We have seen that animals and robots can, on occasion, produce behaviour that makes us sit up and wonder whether these aliens really do have minds, maybe like ours, maybe different from ours. These phenomena, especially those involving apparent intentionality and subjectivity, require explanation at a scientific level, and at a philosophical level. The question is, what kind of explanation are we looking for? At this point, you (the reader) need to decide where you stand on certain issues”

“The successful real (as opposed to simulated) robots have been reactive and situated (see Chapter 1) while their predecessors were ‘all thought and no action’. In the words of philosopher Andy Clark”

“Innovation is desirable but should be undertaken with care. The extra research and development required could endanger the long-term success of the robot (see also Chapters 1 and 2). So in considering the life-history strategy of a robot it is important to consider the type of market that it is aimed at, and where it is to be placed in the spectrum. If the robot is to compete with other toys, it needs to be cheap and cheerful. If it is to compete with humans for certain types of work, it needs to be robust and competent.”

“connectionist networks are better suited to dealing with knowledge how, rather than knowledge that”

“The chickens have the same colour illusion as we do.”

For robots, it is different. Their mode of development and reproduction is different from that of most animals. Robots have a symbiotic relationship with people, analogous to the relationship between aphids and ants, or domestic animals and people. Robots depend on humans for their reproductive success. The designer of a robot will flourish if the robot is successful in the marketplace. The employer of a robot will flourish if the robot does the job better than the available alternatives. Therefore, if a robot is to have a mind, it must be one that is suited to the robot’s environment and way of life, its ecological niche.”

“there is an element of chauvinism in the evolutionary continuity approach. Too much attention is paid to the similarities between certain animals and humans, and not enough to the fit between the animal and its ecological niche. If an animal has a mind, it has evolved to do a job that is different from the job that it does in humans.

“When I first became interested in robotics I visited, and worked in, various laboratories around the world. I was extremely impressed with the technical expertise, but not with the philosophy. They could make robots all right, but they did not seem to know what they wanted their robots to do. The main aim seemed to be to produce a robot that was intelligent. But an intelligent agent must be intelligent about something. There is no such thing as a generalised animal, and there will be no such thing as a successful generalised robot.

Although logically we cannot tell whether it can feel pain (etc.), any more than we can with other people, sociologically it is in our interest (i.e. a matter of social convention) for the robot to feel accountable, as well as to be accountable. That way we can think of it as one of us, and that also goes for the dog.”

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