Blog posts tagged as 'weeknotes'

Tuesday was super incredible. Kari’s been studio manager for three whole days (she works one day a week), and she’s already running payroll. She’s an incredible cultural fit, I’m really pleased.

Also Tuesday I was surrounded by conversations about different projects. Kendrick! Ashdown! Bonnier! The studio can tip from total silence to conversations bubbling about multiple projects. It’s a joy to sit here and hear Nick figuring out some element of hypnotic ambient iPhone interfaces, Tom and Matt B chewing over Ashdown, sketching and prototyping, and an ad hoc crit bouncing between Campbell’s computer and the whiteboard, reviewing and drawing. Trying to conjure up the feeling of it now, all I can see is the mid afternoon tropical storm in a rainforest, intense and noisy, blood heat, it fills you brim full and overfilling, verdant and electric. And then suddenly it subsides and there’s a humid air with crystal clarity, and the invisible and deafening sound of insects.

I don’t care if you don’t understand. It’s awesome to be in the room.

And then the rest of the week, wow, what can I say. Great meetings with great opportunities. But more than that, the pipeline is good. Two small projects that have emerged over the last few weeks are both going ahead. Two huge ones moved excitingly closer. And two other huge ones are tantalisingly close to landing. We’ll have to choose between them, which is tragic, but there are worse problems to have. But we’ll have to be careful. Some projects are all-consuming, and if we grow much more then that’s maybe too fast — we’d risk our culture. So, you know, jigsaw the projects, make sure we don’t grow/shrink/grow/shrink but maintain core teams, that sort of thing.

This bit of bringing work in is hard. Fortunately Jack and Matt J do it really well.

So you know I came into the studio the other weekend and did planning, scenarios and strategies? It was so I’d be prepped for quick decisions if a bunch of these things came off. And happily, I feel prepped. It turns out we live in scenario 4.

And so this is maybe a good a time as any to declare an end to the era we’re in at the moment, the one that started back in August 2009 at the birth of BERG, the one we’ve called the Escalante. Goodbye! It’s been great!

We’re not at cruising altitude, but we’re the right animal now to keep climbing. The past couple of weeks have been focused more on execution than positioning. Super good. We’re having the right conversations with friends and clients, the foundations have been laid, blah blah blah. It was funny — on Tuesday I brought my old 2006 sketchbook in the studio. I’d dug it out to read the first business plan I wrote for Schulze & Webb, from September 2006 when we started taking it seriously as an enterprise. I’d divided the plan into short, medium and long term, and thought about what would characterise our work, our clients, and what we’d need to do to get there. And you know what? We’re just about lifting into the “long term” section of that plan. Not bad.

So yeah, to speak at least for me and Jack and Matt J, we’re exhausted, have had nights this week not sleeping because everything is happening at once, a beautiful nightmare as Jack said, it’s riding the crocodile, it’s an emotional roller-coaster, or rather emotional pinball, whew – the future doesn’t arrive gradually but in giant sloppy waves, in/out/in/out another rhythm, deep blue water then bare wet sand, smacking you and washing through you, then pulling you under and out before rolling in and over again, a Pacific rip-curl that punches you and takes your breath away – and goodness I hope it all really comes off because there are some terrific projects out there and we might just get to be part of them.

Hello life in Scenario 4.

Nik, one of the builders, was in this morning smoothing out some of the plastering work here at the new studio, and Robbie, the electrician, came in to move the light-switches around. He also swapped the florescent tubes out for much brighter, bluer ones. The old ones were yellow, like the 1970s.

Our 10am all-hands today was a full house. We all stood up in the meeting room because there aren’t enough chairs. We have some more chairs on order, but the ones we prefer are industrial workshop chairs with anti-static wheels and they’ll take 2-3 weeks to arrive. They’re not too pricey and they’re super good on your lower back. Kari ordered four this afternoon.

In the all-hands: Nick, Tom, Matt B, Kari, Jack, Matt J, me.

Let’s do a pretty detailed weeknote today, I’ve got time.

Kendrick: Nick is implementing custom controls so we can have a beta iPhone app polished and in the hands of the client as soon as. Matt B is supporting there, with designs and assets.

Ashdown: Tom is working on data, performance and infrastructure. Matt B is wireframing the entire beta site on the wall. It’s good to have that, it’s a mix between a map and a goal. But it’s something we can collaboratively chew over and sketch on. That’s the best pattern Jack and I picked up during consultancy, actually from one of our clients: always put something on the table, no matter how half-formed the concept, and then it’s perfectly okay to critique it and pull it to bits… but only if you can replace it with something better. It’s a strategy that means you’re always left with a working concept, and not something about which you know everything that’s wrong but nothing that’s right.

Service+, for Bonnier, is bursting into life since Jack and Matt J got back from San Francisco at the weekend. Matt briefed us in the all-hands this morning, and it was great for everyone to see the project shape, design ideas and timelines. I’d like to do that for all big new projects. Chris H is working with us on this, and Campbell will be for a month too. I’m looking forward to having him sit with us in the studio.

Trumbull is a new project that started yesterday: this week Matt J and I have a series of workshops defining a product. It’s supposed to be Web and mobile, with a good eye to how it’ll work with telly, but all our favourite ideas so far are about taking it offline, mainly onto bits of paper. After this week we’ll schedule about two months of design and development. We’re not yet clear what that that’ll be — that’s the point of the invention workshops.

A smattering of other things that came up this morning: Tom is supplying data to Nicolàs for data-mining; Jack is commissioning furniture and writing a Product Description Specification for Availabot (I write that in caps because it’s a Very Serious Document); Jack is going to Copenhagen Friday to teach; we’ve got creds on a big project code-named Logan today, and three or four other major ones also pipelined for meetings and proposals; Matt J, Jack and I are going out for a long breakfast meeting tomorrow morning.

The three of us used to go out on Wednesday afternoons for what we called Design Direction sessions. Really they were ways to get to know each other better, in the new working relationship we were figuring out. But the sessions stopped as we got busier.

Without the two of them in the studio last week, I was reminded what weird multiplier network effects happen in a studio like this. We feed off each other so much — ideas emerge in sparks during conversations that roll around the room. So we need to communicate better. We’ll talk about big projects, the strategy, the shared values, and hey, the things we don’t do so well: sharing information internally about self-initiated projects; knowing our dreams and aspirations. Chewing the fat together to work better together. It’s easy for two people for find time to talk about these things, but three rarely happens by coincidence.

So I’ve put a long session in the calendar for tomorrow, and then a long breakfast every Wednesday for the next few months.

Processes and visibility are coming along well. The new accounting software will really help with individual project P&Ls, which we really need, and Kari and I did a whole lot of the work in moving to Xero today. The client projects pipeline is on the wall behind me, as is a month by month calendar till end June which shows studio activity each week (by project stage). We’re also using OmniPlan to make a Gantt chart of all projects, and who’s involved in each stage (with percentages).

A lot of these I did on Saturday. Jack phoned me on Friday night and I couldn’t get to sleep for thinking about capacity and possibilities. I came into the studio in the morning and did built scenarios from the ground up, looking at the risks and opportunities in each, and roughing out strategies. Tools for thinking.

It sounds dull, but these print-outs are the first step towards Here & Theres for the studio’s two major resource constraints, the ones I mentioned way back in week 221: cashflow and attention. We need a studio-wide literacy and knowledge of the landscape of both of these, to best be able to navigate.

For my own part, I’m looking forward to caring about attention and cashflow less… or at least Kari and these processes meaning I don’t need to obsess about them day to day. It’s true I get a kick out of operations management (which is what this part of my job is), but that’s not my vocation, and the kick I get is just my OCD speaking.

As to what I do care about, it’s the gestalt: happiness, growth, and direction, and not how I do it but how we do it, together. I’m not sure I’m terribly good at it yet (it requires a level of self-awareness that I’ve yet to develop), and in fact I slip an awful lot, but maybe it’s because I find it so hard that I find it so fulfilling.

Anyway, that’s what’s going on and what I’m thinking about in week 241. You’ll pick up from my cadence today that it feels nicely business-as-usual and manageable. Not too exuberant, not too beaten up. That’s good, it means there are clear skies.

A brand new studio, but it feels really quiet. Nick is on holiday for the week. Matt Jones was in New York participating in the Microsoft Research Social Computing Symposium earlier this week, which focussed on “city as platform.” He’s currently in San Francisco with Jack, who is also on the road, working with Bonnier and Kicker on the next stage of Mag+. That’ll start ramping up more for us next week. Jack was in the studio on Monday putting up shelves. There’s a lot to do to settle into a new space, but wow it’s such a treat. I feel like I can stretch out here. There’s three times the space, it’s warmer, and it’s bright.

Tom is in the studio this week. He’s working on Ashdown, our UK schools project with Channel 4/4iP. He’s been extracting grades from tens of thousands of school inspections so we can start displaying a measure of pupil well-being, among other things.

Matt B is also here, sitting a couple of desks to my right, just outside the room we call “New Statham” (don’t even ask). He’s working on Kendrick, and the idea there is to learn from our on-phone prototype to completely map out the every screen and final visual designs of the beta version of the app. (Kendrick is a collection of iPhone apps for language learning, and the core team on that is Nick and Matt.) There are some features we’re leaving out of the beta – such as the first-run experience – but otherwise it’s about beauty and polish. It’s looking lovely, but there’s a risk of some screens being a bit too polished in a Bang & Olufsen stand-offish kind of way. More popular and approachable, with maximum beauty!

And it was Kari Stewart’s first day as studio manager on Tuesday! She’s making an enormous difference already. There’s a lot of admin she’s picking up, and the big thing we’re tackling together is how to a. provide a view of capacity and activity of the studio coming up; and, b. track projects so that we can build up a record of how we’ve done on each — frankly how much each project costs.

So I’m wanting to focus on project accounting and management accounts in the next couple of months. Are long consultancy jobs really profitable, given they mean principals are out of the studio and unavailable for even ambient involvement in other projects during that time? Are we good at estimating? It’s a concern of mine that, as BERG grows and the number of concurrent projects increases, we could accidentally paint ourselves into a cash-flow corner. Management accounts are about building ways to make these things visible. The financial accounts, projections, weekly catch-ups and ad hoc notes have previously been more than enough… but not so much now, and definitely not in another 3 months. There’s one or two larger projects I want in, so we need to de-risk growth.

My sister works at a medium-sized civil engineering firm, and they grade their projects (A, B, or C) in three ways: how profitable it was; how easy the client was to work with and how much they enjoyed the project; its strategic importance. I’d like to be able to do something similar.

And how can all of this be done with the minimum of overhead, and without distorting or risking what is a super pleasant working environment? I’m not keen on rules or explicit processes. I believe this kind of structure has to be thought of ecologically — how can it be included such that supporting it is still the easiest way to work, and that it naturally encourages good decisions without being an imposition, in the ecology of the studio itself?

A simple example, previously, has been putting the new work pipeline on the wall, and updating it every week. I’ve not pasted it up in the new studio yet, and that’s a problem. But just its presence kept us thinking about keeping the pipeline healthy and moving. So that’s the sort of thing I mean. But this is potentially a lot more heavy-weight, so I need to move with consideration.

I’m still learning what kind of tools are good for these needs, and really still figuring out what our needs are. But that’s the big picture of what Kari and I will be working on, in addition to the day-to-day studio life-support systems. Given that, I’m really curious to know what other people use for planning and tracking, so I’ve been asking around, and spotting other people’s work practices is one of the reasons I like reading weeknotes. Your own comments and thoughts are very welcome!

So that’s my week, in a nut-shell. I’ve been able to be much more involved with Tom and Ashdown, and Matt B and Kendrick, and I’ve really enjoyed that, and there’s a whole bunch of meetings and talking on the phone. I get to show off the new space and recent work, so it’s all good stuff.

It’s the first week back of the new year and it’s taken me until Friday night to write this post. We have begun the new year both in a new studio, and in medias res.

Sorry, that’s kind of fancy. I mean we are in the midst of things.

Straight away.

Ashdown hit alpha before Christmas and we’ve learnt a load. So Matt Brown is working on combining our learnings with the research Georgina Voss did, and figuring out the information architecture for the beta (which we hope will be public, and we’ll be building this over the next couple of months).

And Kendrick, while we all had a software build with which to teach ourselves Italian over the Christmas break, Nick Ludlam’s piled right back into development, and Matt B has come right back into designs for the next milestone.

You’ll have seen Matt’s name there twice. He is busy. It’s unfortunate that so much falls on him the first two weeks of 2010, but it seems unavoidable and so we scheduled this fortnight pretty carefully this time last month. Fortunately he’s more than up to it.

Matt Jones and Jack are in San Francisco with Bonnier next week. This week Jack has been putting together our bit of the new studio (shelves! Coat hooks!), and Matt has been working with Bonnier and following up exciting new possibilities with exciting new possible clients. There’s a lot that backs up when the studio closes for two weeks.

Tom Armitage has been incorporating Ben Griffith’s work on Ashdown, and building up robustness for the site ahead of the beta.

I’m ticking over. Chipping in on games ideas for Kendrick. Meeting and going over both detail and Ashdown strategy with Dan Heaf and Tom Loosemore, our investors from 4iP. Working with Darq to get our IT infrastructure back up. Book-keeping. I prepped the accounts for this last quarter’s VAT return in record time, so I can work on that with Kari Stewart, our new studio manager who starts on Tuesday.

But mainly I’m concerned that everyone is happy. The first week back after new year is tough. It’s like dropping suddenly onto a bike halfway up a hill and you just need to right away change down a gear and grit your teeth, push hard and keep pushing, or into a spaceship that is already going at a quarter light-speed through the asteroid belt. Like, there’s no ramping up. Projects are underway. Negotiations are on-going. We’re owed a lot and we owe a lot, fortunately more the former than the latter. There you are.

Monday was enthusiastic. Wolfish!

Wednesday evening, for me at least, well I was knackered. It felt like a Friday.

Hello 2010. And now it is Friday.

So we’re right back in the middle of things, blinking and startled, sharing a brand new studio with our best, most talented friends, and when one of us says phew there’s a need to acknowledge that and say yes, there it is, good work fella, now let’s change down and dig in.

Phew.

Yes.

Change down, and dig in.

Officially we’re closed this week. But on Monday we packed up the old studio, and yesterday Tom, Matt B, Tom Taylor (from RIG) and I moved all our collective stuff 100 yards down the road and piled it up in the new place.

I ache!

But it feels great. Imagine that in a Tony the Tiger voice. Grrreat!

I’m popping down there later so the locksmith can do the windows. And once all the odds and ends are finished between Christmas and New Year, I’ll pop down again and straighten out some desks so we have a running start on the 4th.

So yes, we’re closed next week too. I won’t write anything for week 238.

I just had a look back at our work from 2009. Chronologically:

• Shownar, a telly and radio guide based on data-mining the social Web for buzz (BBC). Shownar was a successful prototype, and its technology and ideas will be integrated into bbc.co.uk in 2010.
• The Incidental, a map and guide to the Milan furniture fair, printed nightly and updated from the social Web (with Fromnowon, the British Council, and Åbäke). The Incidental was also published at the London Design Festival and I’m sure it’ll be back.
• Here & There, maps of Manhattan projected in plan and from street level simultaneously, our first product and sold online. It was a great success for us.
• Nearness and Immaterials, short film explorations of RFID and connection without touching (Touch project). These films have each had over 100,000 views.
• Mag+ interaction design and video on the future of digital magazines. The video established the reading experience as central, has had 200,000 views in just under a week, and received fantastic write-ups from the NY Times, Guardian, Engadget, Gizmodo, All Things Digitial, Wired, Core77, Creative Review and many more.

Ashdown and Kendrick, both projects on this scale, are well underway, and there are three workshop/invention gigs over 2009 I haven’t mentioned, with another two just starting up. There are two or three self-initiated projects which haven’t yet seen the light of day.

Then there’s the rebrand from Schulze & Webb, two studio moves including this one, and general growth and everything that comes with it — the Dayeujin and the Escalante.

Also we’re having fun.

This is going to sound weird: it feels like we’d done more.

Growing takes a ton of energy. If you grow and want people to be as happy as when you were smaller, able to focus on the work yet have that work continuously improve, and have the studio benefit from that growth too… well, developing everything from cultural values to patterns for workshop proposals to financial projections takes effort to get going. Scaling is hard.

There’s a little more growth I want to do in the early part of the year, and one more ingredient to throw into the mix, then I want to turn some of that growth energy into basic work and studio energy.

But enough about that.

On the whole, a good 2009.

That feels like an awesome thing to be able to say. A good 2009!

Grrreat!

A short advertisement: if you’re looking for a New Year resolution, and you have a small company or work freelance, consider keeping weeknotes! Bryan Boyer aggregates several at weeknotes.com and it’s an awesome learning experience reading how other people work. Personally I find reflecting each week helps me and helps the studio, and clients and friends seem to like them. There’s something about the regularity that surfaces things that otherwise wouldn’t come up. The form is like a click track. Anyway. You should do it, and let me know if you do.

Advert over.

See you on the other side!

I started writing this yesterday, waiting for an appointment at the bank. Forms to sign. The business specialist was double-booked — I had to wait and wasn’t in a good temper about it. Bad karma: I double-booked myself later, and didn’t realise I was supposed to be meeting Ben about cybernetics. When he phoned me, I was in a meeting about Kendrick with Nick and Matt Brown. We were sketching out the next rev of the UI. Actually, Nick and Matt were sketching. I was asking questions. Do you think this screen should transition into the learning room? Is that inconsistent with the quick play functionality?

I’m now writing with a mug of tea before heading to a meeting across town. I have a 10,000 lux Lumie lamp next to my kitchen table. It’s the spectrum and brightness of the noon desert sun.

We’re having an eventful last week before Christmas!

Our cooperation with Bonnier R&D is public: the Mag+ concept video shows a digital magazine that prioritises the reading experience. A video prototype like this is an establishing shot and it’s done its job. 79,000 views on Vimeo in a day (now 102k), and some astoundingly flattering write-ups. I’m proud of the team, their design, research, instincts, and aesthetics.

It’s four hours later.

Matt Jones and I had an early meeting near Waterloo – getting experienced advice about a possible major project – and then we came back to a very packed studio. Matt Brown, Tom Armitage and Nick Ludlam were all in. We’ll be sharing the Ashdown alpha with some friends and family and Tom is busy wrapping up development on that. He’s building a kind of fruit machine for data exploration. And Nick is rounding off a build of Kendrick today that we can install on our iPhones and use over the holidays. That’ll help enormously with the next round of design.

That’s three people. Our friends Andy Huntington and Tom Taylor were in too, working on their own things and hanging out. So with me and Matt back, and then Ben Griffiths popping in to deliver the gobs and gobs of data he’s been scraping (very elegantly! I’m impressed), well, it was pretty full of life. Crowded.

It’s our last day in this studio. We all got presents yesterday. On Tuesday we’re moving into the new place which we’re sharing with RIG. I can’t wait. Here’s a pic. It’s a great space, and you couldn’t want for a better firm or a better group of folks to share with. RIG are the folks behind Newspaper Club, one of our favourite things going on right now. This is going to be good. Energy feeds off energy.

I, on the other hand, feed off food. It’s lunchtime.

It’s two hours later.

Good lunch, and good meeting. Heading off a potential soft spot in the team first quarter next year.

I swung by the new studio on the way back. The builders are running a little behind schedule but we’re still on for Tuesday.

Gimme Shelter is on the stereo. I remember it from the soundtrack to Wild Palms (Oliver Stone/Bruce Wagner/1993). Wild Palms is about telly and holograms and is set in Los Angeles in 2007. In 1993 that felt impossibly future.

Other news this week: Shownar has reached the end of its life, at least in this incarnation. It’ll be rolled out across bbc.co.uk in various ways in the early part of 2010. It’s sad to see it go. This time last year we were tendering for the project. The docs were submitted just before Christmas, and we won the project just before the new year. At the time, the company was me and Schulze.

How far we’ve come!

And we’ve not reached cruising altitude yet. We’re not quite at the second act. Not quite. Give me a few more weeks.

It was a pleasure last night to see so many friends at the pub for impromptu work drinks. If you were there, thanks for coming! Standing outside in the snow with Matt Jones, drinking hot rum and looking back over the first few months of BERG, that’s what it’s all about. What a ride. What a ride.

Schulze is on holiday. Matt Jones is with Bonnier R&D in San Francisco, delivering the films the team produced for this stage, and kicking off the next. The films are gorgeous and spot on. Tom is bringing Ashdown to life (we’ll have a friends+family alpha for the end of next week).

I am on the bounce.

Matt Brown’s design work on Kendrick and Ashdown is beautiful, inventive, and human. Nick prepped me for the Kendrick client meeting on Thursday with an iPhone app demo build that got confirmations in all the right places, and excitement in a number of surprising ones. Ben Griffiths is scraping colossal amounts of education data. Georgina’s research into UK education is insightful and the report she delivers next week will be super useful. Benjamin’s cybernetics research is beginning to illuminate the links between a vast cast of characters. The building work continues.

And Kari Stewart is joining us as Studio Manager! She starts in January. This is excellent.

When a studio is really working, people and ideas feed off one another. Code or design will reveal an opportunity or a problem. An idea will be floated. Someone will take it, reference something they know (an unusual style of photography; a rare game format from the 1980s; the nature of time and space), spin it and throw it back. Ideas fold and stretch. And then, somehow, something simple and to the point will appear, and that’ll be the new direction. It doesn’t matter what people are working on, everyone has something to add. There is a kind of multiplier effect, the more people are in flow, in the studio.

What I try to concentrate on is enabling this studio-wide flow. When it’s working well I’m buoyant, exuberant.

What blocks it? Concerns about direction, time, support or money; overwork; unhappiness; lack of confidence in the work; lack of openness to critique.

How can it be steered? Enthusiasm and passion, examples and influences, shared values.

What do we value? That which is: Popular. Inventive. Beautiful.

The building work on the new studio started Monday. There are walls going up. Earlier today Schulze chose where the new plug sockets go. I understand the internal glazing is going to look wonderful.

Things are underway.

Let me speak about that for a minute.

There’s a time, in projects, where you’re in the middle. You can see neither horizon. Last year, when I was running a lot, I used to hate running along canals. Time passed but I would have no sense of momentum. Nothing changed; bridges would take hours to arrive. Space was not being consumed.

In our Tuesday 10am round-up, I tried to put my finger on it. “There’s nothing in crunch,” I said, but that wasn’t right — Schulze is doing pretty much nothing but closing this phase of our prototyping with Bonnier, ahead of his travelling next week, and Matt Jones is spending a good deal of time with him too.

The crunch is pretty intense. We just postponed this evening’s Christmas dinner because three people need to work. Even with five remaining it would feel both lonely and, knowing other people were up against it, somewhat mean. We’ll re-arrange. I admit, it’s disappointing.

But as Kendrick finds its feet, and Ashdown uncloaks, and builders build, and pitches are pitched, one crunch is now only part of the mix.

So it’s the whole studio that is underway, and it has been for a few weeks. You don’t notice the forest till you’re in it. Our three main projects have pace. Business development has pace. Closing has pace. The general business of the studio has pace. And this is a different way of working. It’s not struggling to warm our limbs up or to build up momentum, it’s a new kind of feeling, a new kind of push. To maintain.

The hazard here is a kind of fatigue. I don’t mean tiredness. We’re alert, happy and joking, and working hard. The studio is a joy to be in. Little victories twice a day!

I mean there is a risk of a fatigue that manifests as a kind of loss of mindfulness. There are effects. When the studio rhythm is threatened, it is now harder to meet that disruption with welcoming equanimity… and we have to, because change is good. And it is harder to focus on longer-term, hard graft, self-initiated projects, because that, in a way, devalues the hard work and the great thump-thump-thump rhythm of what keeps the studio running. In a funny way it becomes as hard to see the big picture as when you’re right at the beginning of a start-up and living week by week.

This is a new kind of challenge, a different kind of mountain to the one we’ve scaled over the last quarter. I’m paying attention to it.

Maybe I’m projecting: It’s raining hard outside, I’m still behind on things and still tired from being ill last week, we’re in the run-down with Christmas with lots to do, I’m disappointed about not going out for dinner tonight with the guys, the studio has never been simultaneously so entertaining and productive, and everything is blossoming. It is tumultuous. Yet I feel impatient for the future, I want to show you things. There are things I want to add.

And, as Matt Jones has just pointed out, there is apocalyptic post rock with very long titles on the stereo, and that can’t help but contribute.

I mention all this here because this is life in week 234, and if you recognise what I’m talking about then I would welcome your comments.

I’m currently at home with a stack of decongestants and a swimming head. Being ill at a time the studio is running at capacity is decided not what’s needed, but I’ve been out of sorts for weeks, so it’s time to fix it with Albos oil, no going out, and a stack of books. I’ve just finished reading Where wizards stay up late and next is either Founders at work or The Pixar Touch. These last two are because I’m curious about what sort of company BERG is. I mean, we have values and ambitions – some tacit, some known, and some being worked out – but what sort of beast would we like to be? What are the qualities of successful studios? Where are the well-trodden paths? I’m curious about Pixar, because their work is inventive, beautiful and popular, and because of how highly they value creative processes. Also because they were a technology company and production house for nine years, and then leapt to storytelling and Toy Story. So: reading.

Meanwhile, back in the closing weeks of 2009, we’re running three multi-month projects: Ashdown, Kendrick, and this stage of our work with Bonnier. Each will have public output over the coming two or three months. Very public in some cases. It was busy early this week and I moved from my desk to the sofa. In the room were, in clockwise order from my normal desk: Nick Ludlam (who has joined us for a couple months to work on iPhone development in Kendrick. He’s startlingly talented, and we love having him here); Tom Armitage (writing, deep deep data diving, and bringing Ashdown to life); Matt Jones (design direction, business development and a little travelling this week); Matt Brown (who has a cosy nest of monitors and graphics tablets, out of which comes beautiful, clever visuals and a startlingly broad selection of music); and Jack Schulze (who is in and out filming a lot of the time). Elsewhere: Georgina Voss continues her research around UK education, Benjamin Manktelow continues his into cybernetics, and we’re working with two other designers pretty much full time too. The studio is pretty crowded and there’s no room for meetings, so I’m pleased that the builders start work Monday on partitioning the new studio space. That should take three weeks, during which time we have some sweet pitches and maybe some workshops. And of course, this week, there’s been the usual mix of risks, exciting prospects, project flutters, and surprises.

On surprises: I tell you, there is nothing, nothing that makes me happier than when someone says “hey, look at this,” and they’ve made something incredible. It must be happening twice a day at the moment, and it makes my heart sing.

It’s good, the studio humming along like this. The work is good, the pipeline is being kept healthy and moving, and admin is under control. But as I said, we are at capacity, and that has its consequences. We aren’t able to spend enough time on our own projects and when one of us is running at a little less than 100% – like me, this week – we’ll feel it. I know I’m behind on proposals and important conversations, by several weeks in some cases, and while I should be able to catch up, it should never have happened. Even the small things: there have been some great comments on the blog recently, about business strategy even, and I wanted to address them — but ran out of time this week. We have no burst capacity… I, personally, have no burst capacity. That means strategic growth (as opposed to organic growth) is put at risk.

So I’m also giving thought to how we can be more efficient and relaxed with the same level of output. Can proposals and sales be more routinised? What else? Why do some innocuous tasks suddenly feel like a Big Deal and become hard to do? How can well-being and happiness be maintained? Maybe we should print out more pictures.

I’m too cryptic. Let’s bring this down to earth. It’s a lovely, productive studio full of lovely, productive people. I bought some new brown shoes on Tuesday. And if you’d like something to read before you wind up the week, may I direct your attention towards our first guest editorial on this blog, by our friend and inspiration Megan Prelinger, and we are extremely proud to have her contribute on design, technology, and mid-century Modern: Another Science Fiction: An Intersection of Art and Technology in the Early Space Race. Wonderful.

Let me get the business plate-spinning out of the way. Yesterday we completed the year-end accounts, which I first mentioned here in week 218. On the face of it, 2008/09 wasn’t much better than 2007/08 — revenue was up, but margins were down. But look closer: July to December 2008 was flat. Even stevens. January through June 2009 made up for it, and at the same time the company reconfigured for growth (Tom and Matt J both started; Shownar launched and with it came our focus on media design), the beginning of the Great Leap Forward. You can see a shift from high-burn short consultancy by principals to multiple, simultaneous longer projects with teams, and our wage bill shoots up too. The decreased margins have paid for increased available attention, which has been parlayed into the building of internal expertise, cash-flow, and room to experiment and invest. We’ll need that.

Also recently and this week: Accounts for Ashdown set up and first VAT return submitted (it’s a separate company for funding purposes), and I’m enjoying Xero which is just as quirky as MYOB but more modern; two office manager interviews, and very hopeful about one of those; some consultancy with the BBC on the Shownar transition on Thursday; couple of contracts to chase (Kendrick will start Monday); talking with the architects about options and clarifications with builders.

Matt Jones is out the office for the rest of the week, at the RCA for the Design Interactions brief, in Stockholm with Bonnier, and speaking at CAT London. Jack Schulze is out of the office all week, in Oslo with AHO for workshops and with Touch, and in Stockholm with Bonnier.

Ashdown will be announced imminently. Matt Brown has been designing for the alpha last week and this, prettiness and thoughtfulness are coming through. Tom is breathing code into some of the designs, and beginning to answer some deep questions about the nature of the data. The data Ashdown deals with is not easily modelled or poured into structured databases. It’s messy and must be interrogated with code that starts broken and gradually gets more sophisticated. We’ve taken to calling this kaizen, the discipline of continuous small improvements. What we’re doing isn’t hard in that we need genius insights, it’s hard in the sense it will take 3 months of baby steps to get there. Kaizen. At the moment everything is broken. Next month it won’t be broken quite so much. Let’s go.

Meanwhile: Georgina Voss has begun her research into UK education, and Benjamin Manktelow is swimming in cybernetics.

I think I should spend some time this week visualising company activity and team capacity.