The corporate culture of our government has been a carte blanche to keep doing what we’ve been doing. This culture implies that what we’ve been doing works.
In business, last year’s income statement is a major driver in this year’s action plan. If a product or service was profitable, then it’s nurtured and grown this year. If a deliverable creates a loss, then change is made as quickly as possible.
Because governments are focused on GDP and jobs instead of ROI, the reasons behind decisions often get muddy. Return on Investment (ROI) is quite simple. It’s just the gain from investment less the cost of investment all divided by the cost of investment. How many times over your money will be returned to you.
And yet our governments aren’t geared to think this way unless it has to do with a change from business as usual.
Getting ready for a TEDx talk in a few weeks, I’ve once again been noticing how the places that I love the most usually break the law. The contemporary development codes and bylaws, that is, which are geared to the car, not to the pedestrian and cyclist.
Then last week’s urban retail SmartCode tweetchat with Bob Gibbs sparked a debate about the rules of thumb that govern the success or failure of the most risky development of all: retail. And when those rules might be bent by certain special circumstances.
Ready to geek out with me for a moment?
With all the angst over Italy this week, I’m in the mood to count some blessings. To elaborate on some assets. To look at the local marketplace. And to debunk a couple of frequent idealist notions about European urbanism often heard from North Americans.
Last month, I was traveling in the Tuscan countryside, which is the most beautiful land I’ve ever seen. Staying in a vineyard outside of Poggibonsi, waking up to the resident rooster, and walking medieval streets was cleansing for the mind and spirit. Even the parking lots are frequently overseen by amazing art, like this copy of Michelangelo’s David on the hill overlooking Florence.
Given the means, most of us who work with communities to design and implement form-based codes would opt for a full-blown process, one that involves lots of community outreach, education and hands-on idea-testing in a charrette. But every situation is unique and sometimes you need something a bit more immediate.
Sometimes the process you use is the one the situation imposes. Kind of like sports, where, if you want to win, you’d better adapt to the way the game unfolds before you, as opposed to insisting on imposing a plan you carefully worked out the night before. And since I’m headquartered in Canada, where hockey is the game, let’s talk hockey strategy.