In short: Our team, the Strategic Design Unit at Sitra, has just published a new book, In Studio: Recipes for Strategic Design, written by my three colleagues. More here, context below. But now ...
“There arrived an invitation to the North Pole – at least, that was how he described it to himself and everyone else. In fact, the destination was well below the eightieth parallel, and he would be staying on a ‘well-appointed, toastily-heated vessel of richly-carpeted oak-panelled corridors with tasselled wall lamps’, so a brochure promised, on a ship that would be placidly frozen into a semi-remote fjord, a long snowmobile ride north of Longyearbyen on the island of Spitsbergen. The three hardships would be the size of his cabin, limited email opportunities, and a wine list confined to a North African vin de pays. The party would comprise twenty artists and scientists concerned with climate change, and conveniently, just ten miles away, was a dramatically retreating glacier whose sheer blue cliffs regularly calved mansion-sized blocks of ice onto the shore of the fjord. An Italian chef of ‘international renown’ would be in attendance, and predatory polar bears would be shot if necessary by a guide with a high-calibre rifle.”—Solar, Ian McEwan (2010)
Last year, I too was invited to a place near(ish) the North Pole, to a gathering comprising of illustrious people plucked from all over the world, in which we were given a week to devise a pathway towards carbon neutrality for the host country. Yet the event I participated in could not have been more different to that being offered to Ian McEwan’s odious anti-hero Michael Beard.
Instead, the setting was Helsinki, and the week-long event hovered around the idea of strategic design and its ability to unlock the particularly interlocking problems around climate change and carbon, with Finland as the pivot. The patron in my case was Sitra, the Finnish Innovation fund, and in particular its Strategic Design Unit, which I would later join. The food was good, since you ask, but we saw neither Italian chefs nor polar bears.
And the week, under the Helsinki Design Lab programme, was fascinating, instructive and, it would later become clear, a transformative experience personally. More importantly, it was genuinely productive. Sitra’s unique position—self-funded and independent, though under the auspices of parliament, and so both arm’s length from government and embedded at the same time—means that initiatives it creates can actually begin to get traction right away. This is in stark contrast to most workshop-led consultancy, which often pitches ideas in from outside, despite the presence of 'inside' in the workshop. These subsequently bounce off the host organisation’s shields of indifference or institutional inertia as, beyond a certain scale, an organisation’s first instinct is often to protect itself against transformative ideas. (fig.1 below)
In particular, much strategic work for government clients in particular suffers from a major flaw—the lack of a ‘hinge’ connecting the work to a clear pathway to projects, or further work. If the workshop is free, as it often is in new, challenging, transformational areas where there is no clear understanding of value from previous efforts, it's particularly difficult, Here, the client is barely a client at all in one of the moremeaningful senses i.e. they haven’t paid for it, they don’t have ‘skin in the game’.
Equally, studios can usefully bring together multiple stakeholders. Yet with complex interdependent problems requiring holistic thinking and action—e.g. climate change, health, urbanisation, education—this can lead to no one body taking responsibility, and so potential solutions fall through the cracks between organisations or within one organisation's architecture (fig.2 below) i.e. education is no longer the sole responsibility of the Department of Educaiton; it's more complex, hybrid, layered, networked than that (add your descriptor of choice).
Finally, workshops or studios lend themselves to a particular kind of focus, based on conversation and collaboration—yet they rarely provide the depth of analysis to tightly define an issue such that it can be developed into action. This often requires subsequent work, by which time the potential client has left the building and achieved escape velocity, easily side-stepping momentum generated in the workshop. The workshop model, which is often the foot-in-the-door for consultancies in this field, is intrinsically flawed.
Continue reading "Journal: 'In Studio: Recipes for Systemic Change' book, and Helsinki Design Lab" »




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