uts presentation email

8/6/2019 UTS Presentation Email

1/175

Whodesignsth

ecity?

cityofsound.com

@cityofsound

arup.com

DanHill

Andwhatdowemeanbyde

sign?


2/175

Arup


3/175

Arup


4/175

Arup


5/175

Arup


6/175

Arup


7/175

Arup


8/175

Design


9/175

Design

Strategy

Behaviour

Understanding


10/175

Design

Strategy

Behaviour

Understanding


11/175

Makingtheinvi

siblevisible


12/175

Makingtheinvi

siblevisible


13/175

Makingtheinvi

siblevisible


14/175

Makingtheinvi

siblevisible


15/175

Makingtheinvi

siblevisible


16/175

Makingtheinvi

siblevisible


17/175

Landscapingin

formation


18/175

Landscapingin

formation


19/175

Landscapingin

formation


20/175

Responsive spacesLondon 2012 Monument

Civicfeedback

loop


21/175


TheCLOUD,Lon

don


22/175


TheCLOUD,Lon

don


23/175

TheCLOUD,Lon

don


24/175

TheCLOUD,Lon

don


25/175

TheCLOUD,Lon

don


26/175

TheCLOUD,Lon

don


27/175

5June

2009

Giovan

n

4June

2009C

a

5June2

009Da

n

5Ju

ne200

9Carlo

5June

2009

DanH

5June

2009

CarloR

2June

20092J

une20

09

2June

2009

8June

2009

Giovan

nideN

i

8June

2009

CarloR

atti

8June

2009

CarloR

atti

8June

2009

CarloR

atti

8June

2009

DanHi

ll

8June

2009

Alvise

Simond

etti

9June

2009

DanHi

ll

9June

2009

DanHi

ll

8June

2009

Giovan

nideN

9June

2009

Giovan

nideN

iederh

ausern

9June

2009

CarloR

atti

9June

2009

DanHi

ll

10Jun

e2009

DanH

ill

10Jun

e2009

DanH

ill

10June

2009

Alvise

Simond

etti

10June

2009

Alvise

Simond

etti

10June

2009

Alvise

Simond

etti

10June

2009

DanHill

11June200

9Giov

annide

Niede

rhause

rn

11June

2009Giova

nnide

Niede

rhause

rn

11June

2009Dan

Hill

11June

2009

AlviseSim

ondetti

11June200

9Carl

oRatti

11June

2009D

anHil

l

11Ju

ne200

9Carlo

Ratti

11June

2009

DanH

ill

11June

2009

CarloR

atti

11June

2009

DanH

ill

11June

2009

CarloR

atti

11June

2009

DanH

ill

12June

2009

Alvise

Simond

etti

13June

2009

Giovan

nideN

iederh

ausern

13June

2009

Alvise

Simond

etti

13June

2009

DanHi

ll

13June

2009

CarloR

atti

13June

2009

DanH

ill

15June

2009

Giovan

nideN

iederh

ausern

15June

2009

Giovan

nideN

iederh

ausern

16Jun

e2009

Carlo

Ratti

16June

2009

CarloR

atti

16June

2009

CarloR

atti

17June

2009

Giovan

nideN

iederh

ausern

19June

2009

Giovan

nideN

iederh

ausern

19June

2009

Atmos

21June

2009

CarloR

atti

24Jun

e2009

Toma

sSara

ceno

24Jun

e2009

Didier

Madoc

Jones

24Jun

e2009

Giova

nnide

Niede

rhause

rn

26Jun

e2009

Walter

Nicol

ino

26Jun

e2009

Atmo

s

26Jun

e2009

Giova

nnide

Niede

rhause

rn

26Jun

e2009

DanH

ill

29Jun

e2009

Atmo

s

29Jun

e2009

DanH

ill

29Jun

e2009

Atmo

s

29Jun

e2009

DanH

ill

29Jun

e2009

Atmo

s

30Jun

e2009

DanH

ill

30Jun

e2009

Atmo

s

30Jun

e2009

Giova

nnide

Niede

rhause

rn

30Jun

e2009

Marco

Santa

mbrog

io

1July2

009Gi

ovanni

deNi

ederha

usern

1July2

009At

mos

1July2

009At

mos

3July

2009

CarloR

attti

3July

2009

CarloR

attti

3July

2009

Giovan

nideN

iederh

ausern

3July

2009

Serena

Brovel

li

3July

2009

CarloR

atti

3July

2009

CarloR

atti

3July

2009

Atmos

3July

2009

DanH

ill

3July

2009

Atmos

5July

2009

CarloR

atti

5July2

009Da

nHill

29Jun

e2009

Carlo

Ratti 17J

une20

09Car

loRatt

i

17June

2009

CarloR

atti

5June

2009

CarloR

att

SENSEABLECITY LAB

WILLIAMJ MITCHELL

ANTONI MUNTADAS

TOMAS SARACENO

ARUP

ATMOS

GMJ

AGENCETER

CARLORATTIASSOCIATI

CATERINAGINZBURG

STUDIO FMMILANO

MARCO SANTAMBROGIO

UMBERTO ECO

GIULIANO DAEMPOLI

CHRIS BANGLE

SCHLAICH BERGERMANNUND PARTNER

MUF

MARGO MILLER

ARUP

Visualisingpatt

erns


28/175

5June

2009

Giovan

4June

2009

C5J

une20

09Da

5June

2009

Carl

5June

2009

Dan

5June

2009

Carlo

2June

2002J

une20

09

2June

200

8June200

9Giov

annide

N

8June

2009

Carlo

Ratti

8June

2009

Carlo

Ratti

8June

2009

CarloR

atti

8June

2009

DanH

ill

8June

2009

Alvise

Simond

etti

9June

2009

DanH

ill

9June

2009

DanH

ill

8June

2009Gi

ovanni

de

9June

2009

Giovan

nideN

iederh

auser

9June

2009

Carlo

Ratti

9June

2009

DanH

ill

10Jun

e2009

DanHill

10Jun

e2009

DanHi

ll

10Jun

e2009

Alvis

eSimo

ndetti

10Jun

e2009

Alvis

eSimonde

tti

10Jun

e2009

Alvis

eSimondet

ti

10Jun

e2009Dan

Hill

11June

2009

Giovan

nideN

iederh

ausern

11June20

09Gio

vannid

eNied

erhaus

ern

11June20

09Da

nHill

11June

2009Alvis

eSimo

ndetti

11June

2009

Carlo

Ratti

11June

2009

DanH

ill

11June

2009

CarloR

atti

11June

2009

DanH

ill

11June

2009

CarloR

atti

11June

2009

DanH

ill

11June

2009

CarloR

atti

11June

2009

DanH

ill

12June

2009

Alvise

Simond

etti

13June

2009

Giovan

nideN

iederh

ausern

13June

2009

Alvise

Simond

etti

13June

2009

DanH

ill

13June

2009

CarloR

atti

13June

2009

DanH

ill

15June

2009

Giovan

nideN

iederhause

rn

15June

2009

Giovan

nideNiede

rhause

rn

16June

2009

CarloR

atti

16Jun

e2009

Carlo

Ratti

16Jun

e2009

Carlo

Ratti

17June

2009

Giovan

nideNiede

rhause

rn

19Jun

e2009

Giova

nnide

Niederh

ausern

19June

2009

Atmos

21June

2009

CarloR

atti

24Jun

e2009

Toma

sSara

ceno

24Jun

e2009

Didie

rMado

cJone

s

24Jun

e2009

Giova

nnide

Niede

rhausern

26Jun

e2009

Walter

Nicol

ino

26Jun

e2009

Atmo

s

26Jun

e2009

Giova

nnide

Niede

rhausern

26Jun

e2009

DanH

ill

9June

2009

Atmos

June

2009D

anHil

le2

009At

mos

e2009

DanH

ill

2009

AtmosanHilltm

osuser

n

oRatti 17

June2

009Ca

rloRa

tti

17June

2009

Carlo

Ratti

5June

2009Car

loRa

CARLORATTIASSOCIATI

CATERINA GINZBURG

STUDIO FM MILANO

MARCO SANTAMBROGIO

UMBERTO ECO

GIULIANO DA EMPOLI

CHRIS BANGLE

SCHLAICH BERGERMANN UND PARTNER

MARGO MILLER

ARUP

Visualisingpatt

erns


29/175

Invisiblework


30/175

Newpublicspa

ce


31/175

Newpublicspa

ce


32/175

Newpublicspa

ce


33/175

Newpublicspa

ce


34/175

Newpublicwor

kspace


35/175

Newpublicwor

kspace


36/175

Newpublicwor

kspace


37/175

Sensingthecity


38/175

Newpublicwor

kspace


39/175

Newpublicspa

ce


40/175

China

Switzerland

UKFrance

USA

Japan

Indone

Malaysia

IndiaCanada

rmany Mali

South Africa New Zealan

Brazil

outh KoreColumbiaNew Caledonia

Taiwan

Chile

Nepal

Philippines

Sensingcultura

lactivity


41/175

HuSmithPeter

Campbell

Kevin

KylieMalcolm

Gomez

Rudd

BushTurnbull

Obama

David

Liu

StephanieJintao

David

Mem

Brett

InfozoneNouns currently being browsed in this space Nouns

Places

Topics

Activity

Sensingcultura

lactivity


42/175

Visualisingcult

uralactivity


43/175

Sensingthecity


44/175

Sensingthecity


45/175

Sensingthecity


46/175

Sensingthecity


47/175

Sensingthecity


48/175

Sensingthecity


49/175

Sensingthecity


50/175

Civicscalefeed

backloops


51/175

Civicscalefeed

backloops


52/175

Civicscalefeed

backloops


53/175

Civicscalefeed

backloops


54/175

Mobile-scalefe

edbackloops


55/175

Contemporaryu

rbanspaces


56/175

Sensingthecity


57/175

Sensingthecity


58/175

Sensingthecity


59/175

Sensingthecity


60/175

Sensingthecity


61/175

LonelyLight


62/175

Sensingthecity


63/175

Sensingthecity


64/175

Sensingthecity


65/175

Sensingthecity


66/175

Sensingthecity


67/175

MelbourneSma

rtCity


68/175

MelbourneSma

rtCity


69/175

MelbourneSma

rtCity


70/175

Design

Strategy

Behaviour

Understanding


71/175

Design

Strategy

Behaviour

Understanding


72/175

Buildingstrateg

icdesign

The Edge Contents

Digital culture


73/175

September 2008 Arup Pty. Ltd.

Digital culture+ The Edge

Inspiration: Case studies: Summary Ten Themes: SuggestionsIntroduction

How-toons,

Instructables +

MAKE

Fun Palace

BUGLabs

Synthesis

Sendai

Mediatheque

Processing

Young Tate

Dexia Tower >

Touch

Generation C

Digital Natives

Productive

Active

Connected

Orchestrated

Responsive

Sustainable

Parasitic

Projected

Toybox

Cognitive Surplus

References

Contacts

TheEdge

Ten themes

The Edge


74/175

Ten themes

September 2008 Arup Pty. Ltd.

TheEdge

ro ec e

jected


75/175

rk onto itself, The Edge

e side of the SLQ facing.

ctor on this roof. Thiswhat the wi-fi

s for that space, in terms

ther the Library accepts

lace).

hemes in this document,

Edge with other sites,

at The Block at the

inct in Kelvin Grove.

could be potential in

he Edge into passing

orary installations on-

.

n extends beyond

h the big screens atlbourne, and therefore

imary protagonist in the

, or with international

anghai. (Nor should other

e theme of projection

ion in sound and smell,

ked as an Edge initiative).

jectedTheEdg

e


76/175

TheEdge


77/175

TheEdge


78/175

TheEdge


79/175

TheEdge


80/175

TheEdge

TheEdge


81/175

dgeonthl

EdgeMonthly#2June2010edge

queensland.org

dge.

Visualisation

TheEdg


82/175

edgequeensland.org

Draft

Events.June2010

Caughtintheact,byedgequeensland.org/stefa

ShanghaiEdgeLaunch,byedgequeensland.org/annalangham

Edge.

Visualisation

S

.EventJ


83/175

Draft

ROOFTOPCINEMA

Free,thoughspacesarelimited.Firsttoarrivegetsbestview.

SaturdaynightsseesthepopularMoonlightCinemapro-

grammetakeoverTheEdgerooftopplaza.Junesseriesof

filmsisthemedaroundthreeofBrisbanessistercitiestothe

north:HongKong,ShanghaiandTaipei,plusacontemporary

wuxiaclassic.SaturdayJune9th,from8pm

InTheMoodForLoveSaturdayJune16th,from8

pm

ShanghaiTriad

SaturdayJune23rd,from8pm

CrouchingTigerHidden

Dragon

SaturdayJune30th,from8pm

EatDrinkManWoman

VIDEOGAMETOURNAMENT

Free,thoughspacesarelimited

Playagainstfriendandfoealikeatthebestplacetoplayvideo

gamesintheSouthernHemispheretheEdgesgiantscreen

ontheriversideplaza.Yourtriumphsordisasterswillbe

broadcastacrosstotheCBD(consolesprovided.)

SundayJune10th,from6pm

WiiFit(NintendoWii)SundayJune17th

,from6pm

ProEvolutionSoccer2009

(Xbox360)

SECRETBIRDS,LIVEATTHEEDGE

Tuesday5thJune($10.Buyticketsatedgequeensland.org)

HotnewBrisbanedoom-rockcollectiveSecretBirdskickso

TheEdgesseriesoflivemusicshowsfor2010.

GUERILLAGARDENING

EveryThursdaymorning6-8AM,free

JoinSeedsaversandworkonTheEdgesgreenwallproject.

Learnhowtotendandgrownumerouskindsofplants,includ-

ingveggiesandherbs.SHORTFILMSATTHEEDGE

WednesdayJune6thJune,6pmonwards(free)

Finalyearshow:fromQUTsBAinFineArts(Film&Screen

Production)BARCAMPBRISB

ANE

9th/10thJune,freethoughspacesarelimited

WhatsaBarCamp?WikipediasaysBarCampisaninter-

nationalnetworkofunconferencesopen,participatory

workshop-events,whosecontentisprovidedbyparticipants

focusingonearly-stagewebapplications,andrelatedopen

sourcetechnologiesandsocialprotocols.BarCampBrisbaneis

agatheringoflocal,creativetechbrainsforlearning,sharing

andcollaboration.BOOKCAMPBRISBANE

Saturday16thJune,freethoughspacesarelimited

Bookcampisauser-generatedconferencesponsoredby

PenguinAustraliaandfocussedonbooksandbook-like

technologies.Thepurposewillbetoconsiderthefutureofthe

Bookasanobjectandexamineitsongoingroleasadelivery

mechanismforstories,informationandentertainment.Partici-

pantsandself-selectedguestswillchoosetheagendaforthe

day,formingbreakupgroupstodiscussandpotentiallycreate

futurebooktechnologies.ETSYFAIRSaturday23rdJune,freethoughspacesare

limited

Etsyistheglobalmarketplaceforallthingshand

athrivingnewcraftscenearoundQueen

tobuyandsellhandmadeandvint

TheEdgeishostingthefir

QLD,achancetoskills,bu fa

SpecialeventsRegulareve

nts

Location:

Times:Ongoing.Checkcalen

daratedgequeens

orgOccupy:

IfyouhaveaneveEdge,visitIft

Details

Edgescreens

ents.June2010

Visualisation


84/175

Buildingasdisp

lay

Strategic design


85/175

Vision DesignStrategicvision?

Strategic design Knox Central


86/175

Knox Central vs Melbourne CBD


87/175

Knox Central Context


88/175



89/175



90/175



91/175

L

Knox Central Plan A


92/175

DPIsite

KnoxCity

LewisRoadReserve

LewisRoad

Council

Swinburne

Knox Central Plan B


93/175

Productive

Productive

Productive

Productive

Supportive

Supportive

Supportive

Knox Central Shared value


94/175

Knox Central Partnership


95/175

Financial capital (AMP and others)

Intellectual capital (Universities and others)Environmental capital (Melbourne Water)Governance capital (Knox City Council)Social capital (local businesses, community gardens)

Knox Central BrandSSION


96/175

Role of brand

As brands are culturally embedded, and directly deal withvalues, they enable this necessary investigation of identityand function. This can be used to then align a series of

policy responses. It provides a platform for that missinglocal conversation.

HowFinlandwillsolvetheworldsmostwickedproble

CONSIDERITSOLVED!

CountryBrandReport25.11.

FORFINLAND

!

ARKABAR?INDONESIA

OURGUIBRKnox Central Brand


97/175

THEFUTUREOFTHEAUSTRALIANSUBURB

MADEINKNOX,SHIPPEDVIAHASTINGS,BOUGHTINCHINA

CITIESSPECIALEDITION

HOWDIDTHEYDOTHAT?

TheMadeinKnoxcampaign

PEOPLEMOVERS

Qantasgetsintohigh-speedrail

SILVERLININGS

Thecarbontaxandyou

REALESTATEMARKET

Newcastleisbackinfashion

GUIDETOTHEREGIONSHOTTESTMARKET

BRX.

Knox Central Brand


98/175

Notbusinessasusual

TheeasternMelbournesub-

urbofKnox,justshortofthe

Dandenongs,hastransformed

itselfinlessthanadecade,

becominganinternation-

allyrecognisedsuccessstory.

Throughitsintegrationof

advancedmanufacturingwith

easyliveability,Knoxpoints

thewayforwardforsuburbs,

andnotjustinAustralia.

Report:KathWalters

WhenKnoxCityCouncilscurrent

MayorAlessandroMurchandaniarrived

attheMelbournesuburbin2015,hewent

walking.Hewalkedaroundthesmallenter-

prisesofLewisRoad,introducinghimself

tothelocalbusinesses,chattingtothem

inlivelycafsthathadsprunguparound

Swinburnessmartprefabricatednet-

workingspaceandtechnologyshowcase.

Hewalkedaroundtherapidly-changing

KnoxCentraltowncentredevelopment,

asthefirstresidentsweremovingin

alongsidetherefittedAMP-ownedshop-

pingcentre.HewalkedalongBlindCreek,

watchingMelbourneWaterengineers

openingupthewaterwaytorevealthe

purewatersstraightotheDandenongs

forthefirsttimein50years.Hewalkedthroughtheim

aginatively-

retrofittedcarefacilitiesalongtheBur-

woodHighway,crossingviathestunning

newlatticeworkofbridgesstrungacross

theroad.HewalkedaroundtheCouncil

ocesthemselves,asscaoldingwas

beingerectedinthefirststagesofits

eventualreconstructionintowhatwould

becomeentirelynewmodelforapublic

building.Walkingwaskey,actually,saysMur-

chandani.Firstofall,itmeantIcould

meetpeople.Secondly,itshowedhow

Knoxhadchanged.Itdidntusedt

thatnicetogoforawalk

Still,Ic

firstgreenshootsofthenewKnoxreally

beginningtospringup.Theplacewas

beginningtohum.Allwe,theCouncil,

hadtodowastokeepasteadyhandon

thetillerandmakesureourpartnerswere

abletodeliver.Murchandaniisperhapsplayingdown

theCouncilsrole.MostAustraliancoun-

cilshadgenerallybeenseenassimply

beingresponsibleforrates,rubbishand

roads,butKnoxhaddecidedtomove

intonewterritorybytheturnofthefirst

decadeofthe21stcentury.AtKnoxwedecidedtostepupand

takethelead,saysMurchandani,de-

scribingtheeortsoftheCouncilunder

previousMayorsandlong-standingCEO

GraemeEmonson.Thisdoesntmeanwe

feltwehadtodoeverything,butwedid

understandthataCouncilskeyrolecan

beinbrokeringrelationshipsandprovid-

ingastrongplatformforpartnerships.

Inabreakfromwhatisnowseen

astheoldmodelofproperty-ledurban

development,byearly2012Knoxhad

quicklycreatedaseriesofkeypartner-

ships,principallyfocusedonthein-

dustriesthecityisnowrenownedfor:

advancedmanufacturing,bes

foodproduceandbeploringth

KnoxCentral,agenuinelymixed-usetowncentrefeaturingfoodproduction,craanddesign,retail,learninghubsandapartments

29October15-222020|ww

BRX FOCUS Leadership


99/175

Case study

AMP

Case study

Honey

Case study

InjecTech They might look like the oddout, but AMP are at the hear

Central. Already heavily inv

through their successful ret

they also own the highly-re

live:work spaces that grew o

shops, as well as holding sistakes in the Hothouse and

Council start-up investment

According to AMP, many of t

have paid obut their real r

comes in the combination o

retail and studios that patte

town centre. And the return i

purely nancial, as theyveto explore many new fund o

ties around the now popular

resilient suburbia. For AMP

means steady revenue from

local businesses as well as

vices valuing local biodivers

Knox has a long tradition in terms of

food production. The largest commu-

nity gardens in Melbourne have been

here for years, as has the award-win-

ning Old Orchard Vinery. But Knox-

based organic food producers and

distributors Honey represent the newguard. Also based in the Hothouse

facility, they produce a wide range

of fresh organic produce on-site,

using aquaponics and renewables,

employing around 50 people and

feeding many more. Their zero-waste

approach pollinates several other

businesses in the Hothouse. Theoutput of their freshly-cut flower

business can also be seen through-

out Melbournes CBD, their smartly

branded boxes an output of their

award-winning graphic design by lo-

cal designer Daniel Neville.

Advanced manufacturing is what

many think of when they think Knox,

and InjecTech are the poster children

of that sector. An advanced injection

moulding and fabrication business,

InjecTech spun out of Swinburnes

FabLabHub, the thriving open-accessincubator space in the middle of

Knox, with the backing of a Made In

Knox start-up grant and a few South

Korean VC angels. They are now a

20-strong rm, oering fabrication

services to local residents along-

side professional services across

Melbourne. They are based in thelarge Hothouse development to

the east of the town centre, as some

of their manufacturing processes

generate heat, water and resource

waste which is used as input by other

Hothouse businesses.

Value

Financial capitalProductive capitalIntellectual capitalEnvironmental capital

MeasurableEconomic output (GRP, jobs etc.)Knox Central brand value

Amenity contributionEnvironmental performanceNetwork connectivityPatents and IP

Leadership in focus


100/175

Case study

AMPThey might look like the odd oneout, but AMP are at the heart of Knox

Central. Already heavily involved

through their successful retail centre,

they also own the highly-regarded

live:work spaces that grew out of

shops, as well as holding signicantstakes in the Hothouse and several

Council start-up investment funds.

According to AMP, many of these

have paid obut their real return

comes in the combination of housing,

retail and studios that pattern Knoxs

town centre. And the return isnt

purely nancial, as theyve been ableto explore many new fund opportuni-

ties around the now popular idea of

resilient suburbia. For AMP, Knox

means steady revenue from funding

local businesses as well as new ser-

vices valuing local biodiversity.

Value

Financial capitalIntellectual capitalEnvironmental capital

MeasurableEconomic output (GRP, jobs etc.)Knox Central brand value

Amenity contributionEnvironmental performance

Leadership in focus


101/175

Case study

CrumplerWhen long-time Melbourne successstory Crumplermoved to Knox Centralin 2014, it was a real sign somethingwas going on in Knox. The globally-

renowned bag rm used to designin Melbourne and manufacture in

Shenzhen, due more to the lack ofskill-base in Australia than any cost

saving in China. But as Knox began tobe seen as a local base of expertise,equipment and amenity, Crumplerdecided to co-locate their design

with their production back home. Al-though they have other manufactur-

ing bases serving particular markets,Crumplers Knox HQ is now theirprimary facility. Using local universi-ties, over 70 local residents and localtextile research rms, Crumpler have

been able to both increase qualitycontrol and prototype smartly.

Value

Financial capitalProductive capitalIntellectual capitalCultural capital

d sign


102/175

Nationalstrateg

icdesign


103/175

Sitra


104/175

Strategicdesig

n


105/175

Strategicdesig

n

lving


106/175

Itsnotproblem

-solving

TheEdge.


107/175

dgeonthl

EdgeMonthly#2June2010edgeq

ueensland.org

Visualisation

Cameron's transport woesPAGE 27

China's democratic strugglesPAGE 87

The ethics of genetics


108/175

On Top of the World

D ECE MB ER 12T H-18 TH 2015 w ww.e con om is t. co m

gPAGE 13 AND 63

Alan Greenspan rememberedPAGE 83-85

!5.00

Visualisation

Cameron's transport woesPAGE 27


109/175

On Top of the Wo

DECEMBER 12TH-18TH 2015 www.economist.com

China's democratic struggPAGE 87

The ethics of geneticsPAGE 13 AND 63

Alan Greenspan remembePAGE 83-85

Visualisation

Special report The Renaissance of the BBC The Economist December 12th 2015 23


110/175

A Very British SuccessLONDON

a senior judge that was sharply critical of

both its journalism and its system of self-

governance. This badly dented the BBCsself-confidence at a time when it was

Visualisation

necessary to pay a wh

Licence when all they w

The EconomistSpecial report The Renaissance of the BBC

given recent industry estimates that the

BBCs total share of viewing has now slippedTV or not TVHow the internet ate broadcast TV (2004 2014)


111/175

Licence when all they w

drama. How long before t

consider unbundling its co

whether the BBC shou

providing content only in

the market is weakest. Fo

affairs and expensive docu

Another idea, recently fl

Smith Institute, is to en

Public Media Fee and t

subscription. They clai

indicates that around 80

willingly subscribe to a

the price was unchanged.BBCs salvation. It wou

disquiet about the compul

tax and it would libera

Government scrutiny. Mi

that these benefits are

income this historic shift

These are substantial c

BBC has proved remareinvention and, it is curr

of great strength. Not o

relationship with almost e

the country but it has

distinctive niche in

dominated by commerc

output often lacks original

The BBC has executed

recognised that in order t

relationship with the British public. Yes,

they liked its programmes, but it was often

seen as a distant, monolithic organisation.

These feelings were most strongly felt in the

North East and Scotland where affection for

the BBC was wearing thin. However,

through clever use of technology, the BBCstarted to build tailored services. Not only

did these offer prompts and advice on the

best of the BBCs audio, video and text

content but they also scoured the rest of the

web for other relevant content. Many

organisations struggled in the hyper-

competitive world of recommended links

but the BBC stayed ahead largely due to the

huge advantage provided by its customer

BBC s total share of viewing has now slipped

below 15% though its ever-popular radio

services continue to account for over 40% of

all listening.

The BBC was slow to recognise the need

for a different mix of skills. It was not until

2010 that, controversially, the first channel

controller with a marketing background

was appointed. However, there was hardly a

ripple amongst BBC staff when, in 2013,

Jane Crib, was appointed Director of MyBBC;

she started her BBC career cutting code.

Whilst these were senior and symbolic

appointments a wider change had beenunderway. The BBC had integrated linear

radio and TV production teams with their

interactive siblings to create single units

responsible for all manifestations of a

creative idea across all devices. They had

also infused these teams with a mix of

technologists, marketers and people with

expertise in rights. The BBC changed itsincentive structures rewarding those who

delivered success and, belatedly, the BBC got

serious about addressing under-performing

staff. All these changes underpinned the

creative renewal which has been the central

element of the organisations overall

success.

A Glorious Future?

2004 05 06 07 08 12 13

5

10

20

25

1409 10 11

15

Average connection speed(mbps)

How the internet ate broadcast TV (2004-2014)

20

100

40

60

80

Broadband penetration(% of homes)

Visualisation

capable of making this leap. There are

rumours that the BBC is now considering re- branding itself the British Public MediaCorporation or BPMC. Some feel it is mad toeven think of discarding a brand with almost100 years of heritage. Others believe this will

None of these changes would have been

possible without significant investment intechnology. Much of the credit belongs toBen Taylor who joined the BBC from Tescoin 2008 as Chief Systems Officer. Today theBBC is regarded as a world leader in

seriously under-estimated the difficulty of

persuading sceptical viewers (who tend to be old and poor) of the benefits of digitaltelevision. Many inside the organisationgrumble at how the organisation wasstrong-armed into taking responsibility for


112/175

100 years of heritage. Others believe this willbe the final successful step on a remarkable journey that has transformed this enduringinstitution.

BBC is regarded as a world leader inpersonalised customer management. Theyhave cashed in on this reputation byrecently floating BBC Relate (a 500 strongcompany that advises organisations oncustomer management) though the BBCitself was careful to retain full ownership ofthe intellectual property and metadata onwhich their own system is based.

Shifting the Centre of Gravity These changes succeeded only because theBBC began a ruthless internal programmeof culture change. An early symbolic movewas the replacement of audience share as akey performance metric with value ameasure of audience appreciation. At firstBBC staff, instinctively sceptical of anythingthat could be measured, scorned this newapproach. But senior managers persevered.Staff knew they were serious when they banned the overnights the reportscirculated each morning giving theprevious evenings share performance. Thisshift from share to value seems prescient

g g p yleading analogue switch off by theGovernment as part of the 2013 fundingsettlement.

That funding settlement is another sourceof pressure. The BBC had enjoyed many

years of annual growth of incomecomfortably above the RPI (driven by thesteady rise in the number of single homesand a generous hike in the TelevisionLicence Fee in 2007). Today, however, theBBC faces income that is likely to remainflat. This settlement was imposed by aGovernment that had finally caught upwith the profitability of the BBCs overseascommercial on demand services. Yetinflation in the AV industry is running atnearly 10% per-annum, fuelled, amongstother things, by the relentless competitionfor talent and rights.

The BBCs very success may be the catalystof its own downfall. Many have noticed thepopularity of the BBCs on demand services,the whole philosophy of which is to giveaudiences choice. Some ask why it is

Economist personal dossier

This paper edition ofThe Economist has been printed for you,

Grace Edwards, based on your personal profile and reading

behaviour for the last 7 years. Your online dossier can be found at

Exclusive interview with Mark Thompson (vid/audio/text)Ben Taylor in conversation with Jeff Bezos and Rodrigo

Hernandez (audio/text)

Google Radio under attack (audio/text)

Australia's PacifiCorp swallows NewKorea media market

(vid/audio/text)

Articles and media relating to keywords BBC, media, on

demand, public services, Britain (and related terms)

from The Economist archive and the best of the Web, via

The Economist Filter

Grace Edwards

www.economist.com/graceedwards

Dossier servicesVisit your dossier and find the following related content. (Content

will be downloaded automatically to your devices of choice, if you

prefer. Edit your preferences at economist.com.)

Treasures from the BBC archive, available to all: Kenneth Clark on Picasso (1960); The Goodies (1975); Bleak House (2005); London Olympics (2012)

Visualisation


113/175

Would fake artefactsbetter illustrate a

design or systemthan a report ordrawing?


114/175

Anyway

l strategicdesig

n


115/175

Backtonationa

lstrateg


116/175

Brief


117/175

Studio


118/175

Participants


119/175

Speakers


120/175

Kindergarten


121/175

Fieldtrips


122/175

Presentation

is to synthesis


123/175

Fromanalysisto

syn

i


124/175

Presentation

Energy


125/175

Focus

Industry

Transport

Built environment

use


126/175

Summerhouse


127/175

Oma


128/175

Transport

Builtenvir

Industry

Energy

d scales


129/175

City

hood

Building

Region

Nation

Nordic

Now 10 25 50 100

Wavesandscale

s

Retrofit GridTransport

Urbanform

Builtenvir

rously


130/175

City

hood

Building

100

Densifyporous

ly


131/175


132/175

Transport

Builtenvir

binet ing


133/175

City

Region

Nation

Now 10 25

Warcabinet

Aligngoverna

nceandplannin

g


134/175

Strategic design toidentify and unlockinterlocking

problems


135/175

ioural change


136/175

Behaviouralch

ioural change


137/175

Cooking school +30%Kitchenware +54%

Growth in gourmet food +60%

Pink Ling sales +1421%Lychees +31%

Pistachios +124%

Red cabbage +89%Red wine vinegar +46%

Fillet steak +56%

Behaviouralch

ioural change


138/175

Behaviouralch

ioural change


139/175

Behaviouralch

viouralchange


140/175

Behaviouralc


141/175

tegic response


142/175

Strategicresp

h vioural chan

ge


143/175

Behavioural

haviouralchan

ge


144/175

Behavioural

haviouralchan

ge


145/175

Behavioural

haviouralchan

ge


146/175

Behavioura

U ban services


147/175

Urbanservi

Low2No Service design


148/175

The Low2No design process is people-centered, multidis-

ciplinary and highly collaborative, in keeping with theoriginal vision shared with the Helsinki community in the

competition entry.

People -centered approach participative concept

development in order to develop concept designs that

are attractive and meaningful for Low2No users, visitors

and stakeholders, in phase 2 we intensively included real

people in field research, observations and participatory

design sessions.

We defined together with SRV and VVO profiles of

possible inhabitants of the block. We recruited similarHelsinki citizens and visited their apartments to collect

insights about their daily consumption behaviour and

their approach to sustainability. Insights triggered the

concept development for smart systems and mix of uses,

as well as other design processes in the broader design

team;

We interviewed 10 selected Sitra stamembers, to clarify

how the design of the new oce in the new block could

support and address the process of cultural change hap-

pening in Sitra, as well as their shared understanding

of sustainability for the future of Finnish society and in

their personal life as individuals and employees;

Mixed snow-ball sampling and desk research were

conducted, to list a first range of possible stakeholders

for retail and community activities, then further selected

through personal interviews, according to their motiva-

tion, business experience, ethical alignment, aspirations

and inclination to work as a team.

Design Strategy and Approach

Low2No Service design Design Strategy and Approach


149/175

At the end of Finnish vacation, we involved user groups

in a participatory design workshop, with the aim of test-

ing and refining initial concept designs;

Entrepreneurs selected to develop the retail and com-

munity oer gradually became part of a participative

design eort, together with architects, engineers, Sitra,

SRV, VVO and representatives of the City Economics and

Planning division: the aim, which will be carried out dur-

ing phase 3, was to concurrently plan not only space, but

also a common business proposition (see above).

Multidisciplinary process: unstopped dialogue among

dierent design team members and mutual sharing of in-

sights and design progresses, has been ensured through

regular meetings, in Helsinki, London, Berlin and Turin,as well as through low carbon virtual means like tele/

video conference calls.

Low2No Informatics


150/175

Low2No Informatics


151/175

Behaviouralcha

nge


152/175

Behaviou

Behaviouralcha

nge


153/175

Behaviou

Behaviouralcha

nge


154/175

Behaviou

The Home Assistant

Concepts

Low2Noservice

design


155/175

62 63

Sustainability Framework

Concept Positioning

Inspired Design

Social Innovation

Environmental Connectivity

Economic Vitality

Diusion of Techniques

Low

2No

Not Recommended

The Home AssistantThe goal of the Home Assistant is to cut energy consump-

tion. An information framework of Check, Compare and

Act helps people to visually understand and change their

behavioral patterns. The Home assistant enables interac-

tion with a larger community network, and encourages

the values of sustainability within the Low2No communi-

ty by providing people with a direct way to act or change

their behaviour in order meet their sustainability goals.

With the Home Assistant people can analyze their con-

sumption/cost data in order to eciently take advantage

of dynamic pricing, suggested footprint reductions or of

community facilities and services.

The System enables multiple options and choices. A

range of interactions from rich engagement to auto-

mated presets. It is targeted to diverse user groups to

facilitate multiple use scenarios. Glanceable screens

enable people to act on information they receive from

the device through notifications and alerts. Further sec-

tions allow people to monitor their monthly energy bill,

total consumption and dynamic pricing options. Home

Management tools provide a solution to check, control,and visualise real time energy consumption on appliance

level. On a community level the system provides direct

access to Low2No facilities and other services encouraging

social interaction to strengthen community values.

Low2No

Concepts

References

Grocery & Market

Stakeholders Involved

Muru Dining - Sis. Deli+Caf -Eat&Joy Farmers

market, Uni One Oy

Low2Noservice

design


156/175

Sustainability Framework

Inspired Design

Social Innovation

Environmental Connectivity

Economic Vitality

Diusion of Techniques

Low

2No

Not Recommended

Concept Positioning

The Food Hub is a systemic service oering supporting

sale and consumption of local, seasonal and fresh food

products. Through synergy of dierent stakeholders and in-

tegration of multiple services and touchpoints it represents

a high-value alternative to the traditional commercial food

chain by encouraging customers to adopt daily sustain-

able choices. An organic grocery supplies residents and

workers of the block with daily food purchases, while afarmers market, connected to the grocery and located in

the courtyard during summer time, sells local and seasonal

products.

Besides the sales oering the Food Hub focuses also on

preparation and consumption of organic meals Organic

high quality meals are provided by a restaurant that also

makes some cooking facilities available for people who

want to prepare their own lunches, based on a basket of

ingredients bought on the spot.

The space also oer a variety of recipes and a professional

chef would be there to help them if needed. This idea

focuses on people working together while cooking and

enjoying their lunch together. A Kitchen Lab also provides

the possibility for attending cooking class lead by a profes-

sional chef. The idea is to educate people and make them

aware about quality, origin and preparation of what is

purchased and eaten. People dont currently recognize top

quality from bad quality. The high price of organic food is

often a barrier and the real value is not perceived. In this

sense people have to be guided and informed about the

alternatives available. Children of the nearby kindergarten

and schools represent another interesting audience for

such activities.

Food Hub

Cooking Classes

Restaurant

a t, y

Target

Residents and workers of the Low2No block.

Visitors to the area and the nearby park.

Role

The oering provides fresh and local food

by increasing awareness of origin and

preparation of organic and low impact food

products. Through activities addressed

to children (both in kindergartens and

primary schools) it plays an educational and

informative role.

Benefits

It reduces mobility needs and increases

awareness about organic, seasonal, fresh and

healthy food.Synergy and coordination of thedierent stakeholders encourages sharing of

processes and resources by reducing impact

of all the activities.

Behavioral

It provides an easy and convenient alternative

to traditional food commercial chains.

Moreover it encourages reliance on organic

products even for daily purchases. Cooking

classes help build a sense of community

and encourage adoption of sustainable food

preparations also at home and oce.

Data Required

Food tracking data in terms of origin,

production and delivery process must been

gathered and make visible to customers

together with nutritional and carbon data

related to items for sale.

Related Services

The Food Hub will also oer a catering service

both for Sitra employees/visitors and the

sauna customers. A home/oce service

may be integrated with the delivery service

provided by the Eco Laundry.

Low2No

And so


157/175

Andso


158/175

Design

Strategy

Behaviour

Understanding

Sydney,1906


159/175

Sydney,

Sydney,2010


160/175

Sydney,

Sharedspace


161/175

Share

Fundamentally


162/175

Funda


163/175

Instead of simply

delivering solutionsto briefs ...


164/175

(bearing in mindclients might noteven exist for the

solutions we need...)

can we


165/175

... can we(designers) move

upstream and openup the rightquestions?


166/175

Design is about

cultural inventionJack Schulze, BERG


167/175

Inventing theright questions.


168/175

Understanding the

architecture of theproblem.


169/175

Engaging withthe content.


170/175


171/175

Rethinking whatdesign is.


172/175

Understandingwhat the city is.


173/175

Engaging with itstrategically.


174/175

Design

Strategy

Behaviour

Understanding


175/175

uts presentation email

Documents