| THE DISTINCT FEATURES OF OPEN DESIGN |
|
|
| ACCESS | AVAILABLE, SHARABLE, LICENSED UNDER OPEN-ACCESS TERMS | CONCEALED, PROTECTED, LICENSED FOR A FEE |
| BLUEPRINTS | SPECIFIED BY COMMON DIGITAL NOTATION LANGUAGE | SPECIFIED BY PROPRIETARY NOTATION LANGUAGE |
| DERIVATIVES | RECONFIGURABLE AND EXTENSIBLE | BLACK-BOXED AND FIXED |
| EXCLUSIVITY | REPRODUCIBLE | LIMITED TO A FINITE SERIES OR ONE-OFF |
| MEANS OF PRODUCTION | FABRICATED BY COMMERCIAL, OFF-THE-SHELF, MULTI-PURPOSE MACHINES | FABRICATED BY ARTISAN HANDWORK, CUSTOM-BUILT MACHINES OR MOULDS |
| MANUFACTURING PROCESS | SUBJECT TO DISTRIBUTED AND SCALABLE PRODUCTION | SUBJECT TO CENTRALLY CONTROLLED AND PRESET BATCH PRODUCTION |
| POTENTIAL | GENERATIVE | CLOSED-ENDED |
Generative infrastructure is open
Generative infrastructure accentuates permeable boundaries and transparency that promote co-production, cross-fertilization and exchange of any kind. The infrastructure ARCHITECTURE can help in the creation of open systems or platforms that provide connectivity, enable transparency, allow information sharing, and encourage dialogue with no regard to institutionally or culturally imposed boundaries. Systemic features that drive open design enable, for example, free and unrestricted access to information, communication among all stakeholders, and the easy integration of third-party extensions by independent boundary-spanners. In summary, from the generative requirement perspective, infrastructures of open design should be evocative, engaging, adaptive and open. However, while the last two directives are clearly implied in the discourse of open design, the first two have not yet been addressed. Subsequently, the inclusion of evocative and engaging features in the infrastructure of open design, let alone in the discourse concerning its requirements, is strongly recommended. Although this conclusion might not be obvious for legislators, policymakers, managers, and engineers, it should be quite intuitive for designers. The expected proliferation of open design has far-reaching implications that are likely to extend well beyond design practices as such and have significant socio-economic effects on a global scale.
Another Brave New World
Open design presents entrepreneurs and agile companies with a grand opportunity to expand existing markets, to develop new ones, and to capture large shares from current market leaders. Mobilizing open design to generate organizational value and to boost its market position requires radical strategic and operational changes. However, the tight coupling between design and production, which has so far been instrumental in fostering economies of scope and competitive advantages for the current industry leaders, is now likely to hinder their agile capability and their ability to take advantage of the new vistas that are beginning to be afforded by open design.
PEOPLE’S GENERATIVE CAPACITY IS A KEY SOURCE OF INNOVATION; BY DEFINITION, GENERATIVE DESIGN AIMS TO ENCAPSULATE THE DESIGN DIRECTIVES THAT ENHANCE AND COMPLEMENT THAT HUMAN CAPABILITY.
The adoption of open design practices by established industry leaders, let alone run-of-the-mill manufacturers, where the dominant culture and mode of product design has been shaped and reshaped over long periods, is likely to pose multiple challenges to these organizations at all levels, from the boardroom to the production floor. Subsequently, the resistance to change in these organizations is expected to reinforce the current tight coupling between product design and industrial manufacturing. Just as Amazon could conquer the market share of established retailers that were unable to adapt quickly enough to the new marketplace of e-commerce, emerging market players based on open design business models are likely to cannibalize the turf of established manufacturers that are entrenched in the old model of industrial production.
From Push to Pull
Open design paves the way to the next iteration in the massive shift from push to pull business models. In general, push business models are based on top-down value chains where a line of a few mass-produced products is distributed broadly through value-driven downstream marketing techniques. In contrast, pull business models are based on bottom-up value chains where a line of customer-configured products are distributed individually through features-driven upstream marketing techniques. Whereas push models are based on economies of scale and emphasize cost efficiency, pull models are based on flexible manufacturing and emphasize mass ustomization. In previous centuries, most artefacts – from shoes to carriages – were custom-designed and built on demand by a craftsperson.
Building on push business models, the industrial revolution almost wiped out cottage manufacturing and shifted its lion’s share to production lines and mass-scale manufacturing in factories that offer economies of scope and scale. Consequently, the resulting abundant supply of affordable products was instrumental to massive market expansion, higher living standards, and growing wealth across the board. This prosperity has come at the expense of product variety and personalization, as most notoriously conveyed by Ford’s remark “any color as long as it’s black”. MASS CUSTOMIZATION
OPEN DESIGN INFUSES ‘DO IT YOURSELF’ WITH A WHOLE NEW MEANING THAT GOES FAR BEYOND COST SAVINGS OR THE JOY OF CRAFTING.
The advent of the internet has bestowed a new communication infrastructure that made it possible not only to exceed the economic accomplishments of industrialization, but also to offer an unprecedented variety of products and personalization thereof.
The latter has been accomplished through pull business models and upstream marketing that take advantage of automated fulfilment and logistics centres supported by fast, wideband, many-to-many communication networks. The extent of product variety and personalization has been attained and fortified in three main phases enabled by the accessibility (i.e. ability to view, modify and change) afforded by the internet. In the first phase, retailers have introduced consumers to the ability to view up-to-date, rich and targeted information about off-the-shelf products, thus enabling them to make informed decisions. Then, in the second phase, manufacturers have introduced consumers to the ability to modify base products and specify a customized configuration thereof, thus enabling them to fine-tune a product according to their preferences. Finally, in the still-nascent third phase, designers have introduced to consumers the ability to use blueprints for self-managed fabrication, thus enabling them to gain full control over the features of the resulted product as well as its production process. In summary, as in a stage model, every phase builds upon the previous one to bring the consumers closer to the designers and to provide them with more control over what they get, how it is produced, and how it is delivered.
The Road Ahead
Open design is still nascent, yet it provides a springboard for radical changes in the way we acquire almost anything that is currently mass-produced. Open design presents a new way of design that complements new methods of fabrication, commonly branded as 3D printers PRINTING of all sorts. Open design infuses ‘Do It Yourself’ with a whole new meaning that goes far beyond cost savings or the joy of crafting. It allows consumers to be in charge and offers them an opportunity for full customization of an artefact, including a choice of features, materials and delivery options. It allows for continuous