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Whodesignsth
ecity?
cityofsound.com
@cityofsound
arup.com
DanHill
Andwhatdowemeanbyde
sign?
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Arup
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Arup
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Arup
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Arup
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Design
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Design
Strategy
Behaviour
Understanding
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Design
Strategy
Behaviour
Understanding
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Makingtheinvi
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Makingtheinvi
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Makingtheinvi
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Makingtheinvi
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Makingtheinvi
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Makingtheinvi
siblevisible
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Landscapingin
formation
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Landscapingin
formation
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Landscapingin
formation
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Responsive spacesLondon 2012 Monument
Civicfeedback
loop
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Responsive spacesLondon 2012 Monument
TheCLOUD,Lon
don
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Responsive spacesLondon 2012 Monument
TheCLOUD,Lon
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5June
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ANTONI MUNTADAS
TOMAS SARACENO
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CARLORATTIASSOCIATI
CATERINAGINZBURG
STUDIO FMMILANO
MARCO SANTAMBROGIO
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CHRIS BANGLE
SCHLAICH BERGERMANNUND PARTNER
MUF
MARGO MILLER
ARUP
Visualisingpatt
erns
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5June
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9June
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10Jun
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13June
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13June
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CARLORATTIASSOCIATI
CATERINA GINZBURG
STUDIO FM MILANO
MARCO SANTAMBROGIO
UMBERTO ECO
GIULIANO DA EMPOLI
CHRIS BANGLE
SCHLAICH BERGERMANN UND PARTNER
MARGO MILLER
ARUP
Visualisingpatt
erns
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Invisiblework
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Newpublicspa
ce
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Newpublicspa
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Newpublicwor
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Newpublicwor
kspace
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Sensingthecity
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Newpublicwor
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Newpublicspa
ce
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China
Switzerland
UKFrance
USA
Japan
Indone
Malaysia
IndiaCanada
rmany Mali
South Africa New Zealan
Brazil
outh KoreColumbiaNew Caledonia
Taiwan
Chile
Nepal
Philippines
Sensingcultura
lactivity
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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
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Visualisingcult
uralactivity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Civicscalefeed
backloops
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Civicscalefeed
backloops
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Civicscalefeed
backloops
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Civicscalefeed
backloops
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Mobile-scalefe
edbackloops
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Contemporaryu
rbanspaces
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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LonelyLight
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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Sensingthecity
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MelbourneSma
rtCity
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MelbourneSma
rtCity
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MelbourneSma
rtCity
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Design
Strategy
Behaviour
Understanding
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Design
Strategy
Behaviour
Understanding
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Buildingstrateg
icdesign
The Edge Contents
Digital culture
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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
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Ten themes
September 2008 Arup Pty. Ltd.
TheEdge
ro ec e
jected
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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-
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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
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TheEdge
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TheEdge
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TheEdge
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TheEdge
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TheEdge
TheEdge
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dgeonthl
EdgeMonthly#2June2010edge
queensland.org
dge.
Visualisation
TheEdg
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edgequeensland.org
Draft
Events.June2010
Caughtintheact,byedgequeensland.org/stefa
ShanghaiEdgeLaunch,byedgequeensland.org/annalangham
Edge.
Visualisation
S
.EventJ
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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
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Buildingasdisp
lay
Strategic design
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Vision DesignStrategicvision?
Strategic design Knox Central
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Knox Central vs Melbourne CBD
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Knox Central Context
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Knox Central Context
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Knox Central Context
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Knox Central Context
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L
Knox Central Plan A
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DPIsite
KnoxCity
LewisRoadReserve
LewisRoad
Council
Swinburne
Knox Central Plan B
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Productive
Productive
Productive
Productive
Supportive
Supportive
Supportive
Knox Central Shared value
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Knox Central Partnership
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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
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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
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THEFUTUREOFTHEAUSTRALIANSUBURB
MADEINKNOX,SHIPPEDVIAHASTINGS,BOUGHTINCHINA
CITIESSPECIALEDITION
HOWDIDTHEYDOTHAT?
TheMadeinKnoxcampaign
PEOPLEMOVERS
Qantasgetsintohigh-speedrail
SILVERLININGS
Thecarbontaxandyou
REALESTATEMARKET
Newcastleisbackinfashion
GUIDETOTHEREGIONSHOTTESTMARKET
BRX.
Knox Central Brand
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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
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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
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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
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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
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Nationalstrateg
icdesign
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Sitra
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Strategicdesig
n
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Strategicdesig
n
lving
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Itsnotproblem
-solving
TheEdge.
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dgeonthl
EdgeMonthly#2June2010edgeq
ueensland.org
Visualisation
Cameron's transport woesPAGE 27
China's democratic strugglesPAGE 87
The ethics of genetics
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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
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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
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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)
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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
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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
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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
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Treasures from the BBC archive, available to all: Kenneth Clark on Picasso (1960); The Goodies (1975); Bleak House (2005); London Olympics (2012)
Visualisation
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Would fake artefactsbetter illustrate a
design or systemthan a report ordrawing?
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Anyway
l strategicdesig
n
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Backtonationa
lstrateg
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Brief
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Studio
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Participants
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Speakers
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Kindergarten
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Fieldtrips
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Presentation
is to synthesis
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Fromanalysisto
syn
i
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Presentation
Energy
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Focus
Industry
Transport
Built environment
use
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Summerhouse
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Oma
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Transport
Builtenvir
Industry
Energy
d scales
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City
hood
Building
Region
Nation
Nordic
Now 10 25 50 100
Wavesandscale
s
Retrofit GridTransport
Urbanform
Builtenvir
rously
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City
hood
Building
100
Densifyporous
ly
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Transport
Builtenvir
binet ing
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City
Region
Nation
Now 10 25
Warcabinet
Aligngoverna
nceandplannin
g
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Strategic design toidentify and unlockinterlocking
problems
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ioural change
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Behaviouralch
ioural change
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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
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Behaviouralch
ioural change
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Behaviouralch
viouralchange
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Behaviouralc
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tegic response
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Strategicresp
h vioural chan
ge
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Behavioural
haviouralchan
ge
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Behavioural
haviouralchan
ge
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Behavioural
haviouralchan
ge
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Behavioura
U ban services
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Urbanservi
Low2No Service design
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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
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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
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Low2No Informatics
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Behaviouralcha
nge
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Behaviou
Behaviouralcha
nge
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Behaviou
Behaviouralcha
nge
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Behaviou
The Home Assistant
Concepts
Low2Noservice
design
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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
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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
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Andso
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Design
Strategy
Behaviour
Understanding
Sydney,1906
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Sydney,
Sydney,2010
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Sydney,
Sharedspace
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Share
Fundamentally
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Funda
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Instead of simply
delivering solutionsto briefs ...
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(bearing in mindclients might noteven exist for the
solutions we need...)
can we
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... can we(designers) move
upstream and openup the rightquestions?
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Design is about
cultural inventionJack Schulze, BERG
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Inventing theright questions.
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Understanding the
architecture of theproblem.
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Engaging withthe content.
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Rethinking whatdesign is.
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Understandingwhat the city is.
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Engaging with itstrategically.
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Design
Strategy
Behaviour
Understanding
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