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Page 2 of 2 | Welcome to the Era of Design – Forbes
Page 2 of 2
First Direct, a UK bank, has designed all its service touchpoints so carefully that it has become the most referred financial brand in the UK, with over 82 percent of customers happy to recommend it to friends. It’s a joy to use via any channel, and despite being a bank, I’d happily recommend it.
When you buy Apple Care, instead of receiving the standard bland letter or email, you receive a nicely designed box containing the paperwork, guidance and all the information you need. You have questions? No problem. There are clear user diagrams and a simple section on the website to help you.
The impact on brand is that customers see these brands as both progressive and customer-centric. Thoughtful and innovative design makes us feel good. It is no surprise that we are happy to advocate them, talk about them in social media and can be fiercely brand loyal.
As Michael Eisner, former CEO of Disney, once said, “A brand is a living entity—and it is enriched or undermined cumulatively over time, the product of a thousand small gestures.” That thinking still holds true, but it all happens a lot faster now. Thanks to the Internet and a hyperconnected, social-media-fueled society, brands can be instantly undermined and that experience shared with millions.
So this is a call to action for executives to recognize this new era and make the effort to transform even a mundane product or service into something more rewarding and more memorable. Try to assess each element of your service or product and better it—to see design not just as a marketing thing but as a genuine source of competitive advantage, customer and employee satisfaction and, lastly, a route to higher profits.
Adam Swann is head of strategy at gyro New York
Follow Adam @swanninNYC
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Welcome to the Era of Design – Forbes
CMO Network
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5/03/2012 @ 7:45AM |26,140 views
Welcome to the Era of Design
Adam Swann, gyro
All businesses, no matter what they make or sell, should recognize the power and financial value of good design.
Obviously, there are many different types of design: graphic, brand, packaging, product, process, interior, interaction/user experience, Web and service design, to name but a few.
In this post, I am referring to design as a broad and deliberately applied discipline, with the aim of creating simpler, more meaningful, rewarding experiences for customers.
You see, expecting great design is no longer the preserve of a picky design-obsessed urban elite—that aesthetically sensitive clique who‘d never dare leave the house without their Philippe Starck eyewear and turtleneck sweaters and buy only the right kind of Scandinavian furniture. Instead, there’s a new, mass expectation of good design: that products and services will be better thought through, simplified, made more intuitive, elegant and more enjoyable to use.
Design has finally become democratized, and we marketers find ourselves with new standards to meet in this new “era of design.” To illustrate, Apple, the epitome of a design-led organization, now has a market capitalization of $570 billion, larger than the GDP of Switzerland. Its revenue is double Microsoft’s, a similar type of technology organization but one not truly led by design (just compare Microsoft Windows with Apple’s Lion operating system).
Every day my Twitter feed populates with astounding growth facts about the likes of Apple, Amazon, Facebook, Pinterest and the more recent travel site, AirBnB. It is no coincidence that these successful brands seem to really value design and utilize it to secure a competitive advantage.
Even the UK government has issued its “design principles,” naturally on a clean, easy-to-navigate website.
But why have people become so design sensitive? Why does that credit card mailer look so bad and dated now? Why can’t you access my account details? Why does airport signage seem so unhelpful? Why doesn’t that technology plug and play?
Perhaps Apple’s global dominance has elevated our design expectations, or Ikea’s vision to bring great design at affordable prices to everyone on the planet has finally taken effect, or perhaps the Internet has taught us what well-designed user experiences and good design really are. Likely, it is a combination of all.
What is certain is that the design bar has been raised and design-oriented businesses are winning.
Think how swiftly and strongly a design experience shapes our opinion of that brand, company or store, for good or bad. For instance, we know quickly when a website is bad. And we associate that feeling of frustration, or worse, disappointment with that brand.
Design-oriented organizations invest in thinking this stuff through. They put design at the heart of their company to guide innovation and to continually improve products, service and marketing. They recognize that a great design leads to differentiation, customer loyalty and higher profits.
via forbes.com
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thought leader vs do leader – LIFE! via cell phone pics + random images + silliness
The 10 Best Marketing Infographics of 2012 (So Far)
The 10 Best Marketing Infographics of 2012 (So Far)
Mon, May 07, 2012 @ 08:00 AM.Visual content has taken 2012 by storm, and leading the pack is the much beloved (and sometimes bemoaned) infographic. What on earth is an infographic, you ask?
Ha, just kidding. You know what infographics are! They’re this, and this, and this. Continue reading
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The Simplicity Thesis | Fast Company
The Simplicity Thesis
BY Expert Blogger Aaron Levie |
This blog is written by a member of our expert blogging community and expresses that expert’s views alone.The only companies or products that will succeed now are the ones offering the lowest possible level of complexity for the maximum amount of value.
A fascinating trend is consuming Silicon Valley and beginning to eat away at rest of the world: the radical simplification of everything.
Want to spot the next great technology or business opportunity? Just look for any market that lacks a minimally complex solution to a sufficiently large problem.
Take book publishing, for instance. Or website hosting. Jeff Bezos put these and other industries on notice in his annual shareholder letter, which included a self-service rallying cry against gatekeepers that perpetuate complexity and block innovation. After all, what could be simpler than provisioning servers in seconds with just a credit card and an API? But this call extends beyond Amazon’s empire to all ecosystems and products.
Any market where unnecessary middlemen stand between customers and their successful use of a solution is about to be disrupted. Any service putting the burden on end users to string together multiple applications to produce the final working solution should consider its days numbered. Any product with an interface that slows people down is ripe for extinction. And any category where a disproportionate number of customers are subsidizing their vendor’s inefficiency is on the verge of revolution.
Ultimately, any market that doesn’t have a leader in simplicity soon will. And if your company doesn’t play that role, another will lead the charge.
If you’re not the simplest solution, you’re the target of one.
In the ’90s and into the 2000s, an early wave of Internet services focused on simplicity through disintermediation: Amazon for shopping, eBay for selling, Google for searching. But these nascent players were limited in their approach. Sure, self-serve Internet services inevitably required some level of simplicity, but everything was just so damn new that experience didn’t meaningfully help companies differentiate. At least at first. But then companies like Yahoo and Microsoft grew into monstrosities, producing bloated technology empires.
If you’re making the customer do any extra amount of work, no matter what industry you call home, you’re now a target for disruption.Today, things are different. Putting up a website is no longer novel. A clunky consumer device simply won’t be adopted when alternatives from Apple exist. And as more and more of the hard work of building infrastructure, managing computing, and installing and monetizing applications is abstracted from what necessarily goes into launching a company today, differentiation is going to come from solutions that create the best (read: simplest) experience.
This should be a red flag for any product or solution, whether digital or analog, that isn’t minimally complex. If you’re making the customer do any extra amount of work, no matter what industry you call home, you’re now a target for disruption. Because of the Internet’s scale and the speed of change in the world, the Innovator’s Dilemma has mutated over the years into a pernicious, methodically destructive force, leaving any company that is even the slightest bit more cumbersome, costly, or inefficient to be beat out by a newer, more streamlined competitor.
At Box, our enterprise customers are experiencing this revolution firsthand. Across organizations of every size, CIOs–generally not an aesthetics-driven group–are increasingly obsessed with implementing the simplest technology in their organizations. For years, enterprise solutions purchased for their feature checklists were later forgotten about post-deployment, underutilized, or frankly intolerable for end users. With tens of billions of dollars spent every year across infrastructure management, security, business intelligence, or analytics, it’s not surprising that a crop of simpler players are emerging, like OpsCode, Okta, Domo and GoodData, respectively. And they will inherently have a huge advantage over any of their more complex predecessors.
But while enterprise software is in dire need of a revolution, it represents just a fraction of what will be disrupted by radical simplification. Instagram’s billion-dollar acquisition and rise to 40 million users can mostly be attributed to the creation of the cleanest, most elegant, and simplest way to share photos on mobile devices. It could do this by focusing solely on nailing a brilliant experience on a single platform, while leveraging the scale and distribution offered by iPhones. SolveBio, a startup aimed at bio-scientists, is building a trivially simple solution that advances DNA and medical research, enabled by the infinite computing resources of Amazon. Spotify, arguably the fastest-growing music service today, reduced the friction of getting to unlimited music from any device down to nothing. By stepping back and questioning every assumption in music licensing and software, Spotify has built an unparalleled product and experience.
It’s all about reducing choices and unnecessary steps, narrowing clutter, and adding a touch of class to boot.These are all examples of solutions that have hit, for today, the lowest possible level of complexity for the maximum amount of value. And that’s what makes them so disruptive to traditional players. But there are near infinite areas to attack. Particularly as problems get harder and more analog in their nature (coordinating loan applications, applying for colleges, dealing with health care providers, handling payroll) immense opportunities await the startup ecosystem.
So what do you do about it?
Whether you’re the incumbent or a startup, how do you build sufficiently simple solutions to complex problems? By abstracting as much of the work that’s actually going on from what’s required of the consumer, and maniacally slashing any process or barrier that prevents consumers from getting the best possible experience. It’s all about reducing choices and unnecessary steps, narrowing clutter, and adding a touch of class to boot.
Now, this isn’t an excuse for solutions to accomplish less. The irony of simplicity is that it invariably lets you do more. Simplicity isn’t about giving up any value–it’s a movement around designing technology or products thoughtfully to make them substantially more useful and attainable. Some of the simplest solutions on the market are equally the most advanced–Square beats out any other form of retail payment service; Nest offers the most compelling and powerful thermostat ever invented.
Here are just a few ways to get started in achieving minimum complexity:
- Think end to end. Simplicity relates to the entire customer experience, from how you handle pricing to customer support.
- Say no. Kill features and services that don’t get used, and optimize the ones that do.
- Specialize. Focus on your core competency, and outsource the rest–simplicity comes more reliably when you have less on your plate.
- Focus on details. Simple is hard because it’s so easy to compromise; hire the best designers you can find, and always reduce clicks, messages, prompts, and alerts.
- Audit constantly. Constantly ask yourself, can this be done any simpler? Audit your technology and application frequently.
The next thing to understand is that simplicity is a relative, moving target. The accelerating speed of innovation ensures that you’re never the simplest solution for long. Any delay in staying ahead of the curve can give way to a new disruptor that brings new efficiencies or creates new elegance because of an enabling technology or social change. Original category simplifiers like PayPal and Intuit have fallen prey to more nimble and disruptive competitors that have taken advantage of their current complexity and weaknesses.
Companies that will win in the long term are those that can continue to simplify experience while simultaneously tackling harder and harder problems. Sure, it’s novel and powerful that Square can accept payments for a 10-person retail store, but when they start to do it for Gap, the game is radically changed. Amazon succeeds by continuing to charge into all areas of infrastructure delivery–consistently launching new tools and platforms that would otherwise cost developers an arm and a server closet, all with the same focus on abstraction and simplification.
When technology was inherently and unavoidably complex, it was forgivable that solutions weren’t elegant and simple. It was at one time understandable that finding and visiting a new doctor could take weeks, or searching for enterprise information wasn’t successful. But with a myriad of elegant and simple solutions entering the market, users are learning to expect far more from their products. Simplicity has become a virus that will either destroy you or catapult you to the front of the market.
–Author Aaron Levie is the CEO and cofounder of Box.
via fastcompany.com
Why Innovation Dies « Steve Blank
Why Innovation Dies
Posted on May 1, 2012 by steveblankFaced with disruptive innovation, you can be sure any possibility for innovation dies when a company forms a committee for an “overarching strategy.”
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I was reminded how innovation dies when the email below arrived in my inbox. It was well written, thoughtful and had a clearly articulated sense of purpose. You may have seen one like it in your school or company.
Skim it and take a guess why I first thought it was a parody. It’s a classic mistake large organizations make in dealing with disruption.
The Strategy Committee
Faculty and Staff:
We believe online education will become increasingly important at all levels of the educational experience. If our school is to retain its current standards in terms of access and excellence we think it is of paramount importance that we develop an overarching campus strategy that enables and supports online innovation.
We believe our Departments play an essential leadership role in the design and implementation of online offerings. However, we also want to provide guidance and support and ensure that campus goals are met, specifically ensuring that our online education efforts align with our mission, values and operational requirements.
To this end, we are convening a Strategy Committee that is charged with overseeing our efforts and accelerating implementation. The responsibilities of the group will be to provide overall direction to campus, make decisions concerning strategic priorities and allocate additional resources to help realize these priorities. Because we anticipate that most of the innovation in this area will occur at the school/unit level we underscore that the purpose of the Strategy Committee is to provide campus-level guidance and coordination, and to enable innovation. The Strategy Committee will also be responsible for reaching out to and receiving input from the Presidents Staff and the Faculty Senate.
The Strategy Committee will be comprised of Mark Time, Nick Danger, Ralph Spoilsport, Ray Hamberger, Audrey Farber, Rocky Rococo, George Papoon, Fred Flamm, Susan Farber, and Clark Cable.
A Policy Team, which is charged with coordinating with the schools/unit to develop detailed implementation plans for specific projects, will report to the Strategy Committee. The role of the Policy Team will be to develop a detailed strategic framework for the campus, oversee the development of shared resources, disseminate best practices, create an administrative infrastructure that provides consistent financial and legal expertise, and consult with relevant campus groups: and the the Budget Office. The Policy Team will be led by two senior campus leaders, one from the academic side and one from the administration side.
We are extremely pleased that Dean TIrebiter has accepted the administrative lead role of the Policy Team. Dean Tirebiter brings to this position a deep knowledge of the online environment. He will be helping to identify a member of our Faculty to serve as the academic lead of the Policy Team.
The Strategy Committee will be meeting for a half-day retreat at Morse Science Hall in the coming weeks to begin work. We will be sending out an update to faculty and following this retreat, so stay tuned for further updates.
Sincerely,
President Peter Bergman
We Can Figure it Out in A Meeting
The memo sounds thoughtful and helpful. It’s an attempt to get all the “right” stakeholders in the room and think through the problem.One useful purpose a university committee could have had was figuring out what the goal of going online was. It could have said “the world expects us to lead so lets get together and figure out how we deal with online education.” Our goal(s) could be:
- Looking good
- Doing good for all [or at least citizens of California]
- Doing well by our enrolled students
- Fixing our business model to fix our budget crisis
- Having a good football team – or at least filling the stadium
- Attracting donations
- Attracting faculty
- Oh and yes – building an efficient, high quality education machine
But the minute the memo started talking about a Policy Team developing detailed implementation plans, it was all over.The problem is that the path to implementing online education is not known. In fact, it’s not a solvable problem by committee, regardless of how many smart people in the room. It is a “NP complete” problem – it is so complex that figuring out the one possible path to a correct solution is computationally incalculable. (See the diagram below.)
If you can’t see the diagram above click here.
Innovation Dies in Conference Rooms
The “lets put together a committee” strategy fails for three reasons:
- Online education is not an existing market. There just isn’t enough data to pick what is the correct “overarching strategy”.
- Making a single bet on a single strategy, plan or company in a new market is a sure way to fail. After 50-years even the smartest VC firms haven’t figured out how to pick one company as the winner. That’s why they invest in a portfolio.
- Committees protect the status quo. Everyone who has a reason to say “No” is represented.
- Dealing with disruption is not solved by committee. New market problems call for visionary founders, not consensus committee members.
My bet is that there will be more people involved in this schools Strategy Committee then in the startups that find the solution.In a perfect world, the right solution would be a one page memo encouraging maximum experimentation with the bare minimum of rules (protecting the schools brand and the applicable laws.)
Lessons Learned
- Innovation in New Markets do not come from “overarching strategies”
- It comes out of opportunity, chaos and rapid experimentation
- Solutions are found by betting on a portfolio of low-cost experiments
- With a minimum number of constraints
- The road for innovation does not go through committee
via steveblank.com
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How To Create Products Hand In Hand With Your Customer | Co.Design: business + innovation + design
How To Create Products Hand In Hand With Your Customer
In Wicked Problems: Problems Worth Solving, author Jon Kolko argues that involving end users in the entire design process ensures a humane design solution.
For most of the history of design, the designer has enjoyed the role of creator and a quality of authorship. A designer makes a thing, and that thing is produced in large quantities, distributing the designer’s vision, ideals, and values—cultural influence—into the world. In fact these days, a design and its creator’s values can be introduced into the digital world in a day or an hour. Given the power of designer as author, critique is usually aimed at a designed thing’s characteristics: how it looks, how it provides value, how easy it is to use. Outside of small circles of design historians, few people critique the values projected by the designer. But these are worthwhile questions: Does the community that will consume the thing share the values its designer projects? Are they good values? What’s a framework for assessing a design solution’s values, anyway?
Participatory Design
A movement of participatory design, or “design with versus design for,” attempts to address these questions of value and ethic. Participatory design involves giving simple objects and artifacts to non-designers, and working with them to visualize a new design. Participatory design has historic precedence in conversations of unions, worker’s rights, and collective control over the technological workspace. According to Pelle Ehn, one of the first proponents of what has become known as Scandinavian participatory design, participation in the entire design process by users of the end design is fundamental to ensuring a humane design solution. He says that by eliminating the workers from the process of designing for the workers, a nonparticipatory designer has robbed those individuals of their humanity. Ehn’s argument recognizes that products of design are powerful.
The role of the designer shifts to facilitator and translator.
Liz Sanders has extended participatory design research by focusing on the actual mechanisms by which participatory design can occur. She describes how design toolkits can be used to extract creativity from non-designers. These toolkits—pieces and parts that participants can arrange to create their own rudimentary design solutions with little or no craft-based experience—are known as Generative Tools, and contain two-dimensional parts such as paper shapes and photos or three-dimensional parts such as forms with Velcroed knobs and buttons.
Design moves from being this…These toolkits are given to participants who are asked to express their feelings visually about a given experience. The role of the designer shifts to facilitator—extracting creative information from “regular people”—and translator—helping to identify meaning, insight, and design inspiration in that information.
“Cultural probes” are a mechanism for directing participants’ influence into the design process. The probes offer an intimate view of the emotional qualities of regular people; they do not tell the designer what to make. The designer is left to interpret these qualities and make sense of them. These probes often take the form of artifacts that a participant completes; a common probe is a disposable camera or a journal. Designers work with the completed artifacts to reflect on or tell stories around them. Some designers will ask participants to explain the inspiration for a given photograph, journal entry, or other creative effort. Others—such as Gaver—avoid asking for explanations because “we value the mysterious and elusive qualities of the uncommented returns themselves… Rather than producing lists of facts about our volunteers, the Probes encourage us to tell stories about them.”
…to being this.Cultural probes literally probe a given culture, poking at society and trying to extract inspiration through narrative. Because the input comes from non-designers, this becomes a form of “designing with,” as the designer’s role becomes one of interpretation and facilitation rather than visionary. This is still a fully creative endeavor on the designer’s part. But consumers temper and inspire the results.
The design views presented by Ehn, Sanders and Gaver offer a comprehensive story of designing with rather than for people. Ehn promotes including end users in the entire design process, particularly when they are politically, economically or socially disenfranchised. Sanders promotes giving toolkits to end users, so they can express their aspirations and dreams without formal craft skills. And Gaver promotes probes as a way of extracting emotional and experiential insight from end users. Each technique is a theoretical framework of participatory design, as it changes the way designers think about design. But it’s also a pragmatic framework in that it changes designers’ activities and methods.
When designers attempt social change, they are often viewed as part of the problem.
These frameworks challenge both designers and the status quo of design activities in corporations and consultancies. Designing-with also introduces difficult questions relating to a designer’s potential sphere of influence and impact. Presume that you are designing in the context of homelessness, and you have embraced a philosophy of “designing with.” You seek out some homeless people to learn as much as possible about how they feel, so you can empathize with their situation.
How do you start? If you simply approach a person—homeless or otherwise—on the street and ask them how they feel, you won’t get very far. Social norms dictate a different approach for engaging in conversation, and topics like feelings and emotions are usually off limits in casual conversation. To share their feelings, people need to feel comfortable speaking with you about such intimate topics, and that comfort relies on trust and respect. So to find out about the homeless, you’ll need to spend a lot of time with them and establish trust.
Assuming you can establish trust, you’ll probably soon encounter another social barrier: You are an outsider, so no matter how pure your intentions, you’ll be viewed as part of a socio-economic (and often political) system. That is, when designers attempt to engage in social change, they are often viewed by the community they are trying to help as part of the problem rather than part of the solution.
Fundamentally, you’ll need to establish an empathetic tie to the people in the community you are affecting.
The Challenge of Establishing Empathy
Empathy is a misunderstood word. Many view it as a moment in time—something finite that can be achieved as a step in a larger process. But like wisdom, empathy is difficult. To empathize with any degree of useful rigor requires a great deal of time, patience, and emotional energy.
Empathy is frequently illogical and circumstantial. And this is its real value.
Empathy is not the same as understanding, which is what most ethnographic tools provide. These tools help to understand context — to uncover details related to work flow or to learn vocabulary related to a particular group of people or activity. Although useful, particularly for introducing positive usability changes or adding new features and functions to a product, understanding is not enough when designing with. To compassionately feel what it is like to be another individual, one must identify with his culture, his emotions, and his style. Unlike understanding, empathy is frequently illogical and circumstantial. And this is its real value for a designer because experiences involve not only the pragmatic (activities, goals, and tasks), but also the conceptual and fleeting (such as feelings, irrationality, and culture). And methods that attempt to formalize empathy can help a designer not only design for utility and for practicality, but also for emotion and behavior—the underpinnings of interaction design and the most important aspects of design in culture.
If only empathy were as easy as a Vulcan Mind Meld.To visualize the challenge of empathy, consider a spectrum with you on one side and your next-door neighbor on the other. It would be impossible to fully empathize with your neighbor. To feel everything he feels, you would need to actually be that person. But you can get close. You can talk to him to understand his views on the world. You can observe his actions. You can go to work with him to see what sort of decisions he makes. With enough resources and tenacity, you could actually become a version of him for a short period—you could even dress in the same style of clothing, attend the same events, and hang around with the same people. But your neighbor is the unique sum of genes and experiences. His perspective of the world has been shaped over the course of his life, and that perspective affects his every thought and decision.
Students who do best are not only skillful at problem solving but also at problem seeking.
Empathy is formed through immersion. A designer who would foster empathetic connections with a group will spend many hours getting to know the individuals and trying to discover, without judgment, the cultural and social norms that exist within the group. Gaining the trust and respect of a group almost always requires some form of equitable value exchange. Unlike many formal anthropological activities, this immersion is not passive. Instead, the designer will strive to become part of the group by participating in activities, conversations, and job routines. In some cases, designers may augment their appearance to become closer to the target audience. In extreme examples, designers may actually impair or alter their bodies to better experience another person’s reality. For example, Patricia Moore wanted to feel what it was like to be a seventy-year-old woman. To gain knowledge, Moore could have spoken with people in that group, but she was looking to build empathy. So for three years, she augmented her body to age it.
“I learned that putting little dabs of baby oil in my eyes would fog my vision and irritate my eyes. The look was that of eyes with cataracts… we decided to tape my fingers to simulate the lack of movement which people with arthritis must tolerate… it seemed a good idea also to restrain my movement in walking.. we put small splints of balsa wood behind each knee.”
Moore’s technique for gaining empathy with a population was as time-consuming as it was comprehensive. And although other empathy-gaining methods are less involved than becoming another character, they all take time, patience, and immersion.
Mariana Amatullo, vice president of Art Center College of Design’s Designmatters program, explains that “students who do best in designing for social impact are not only skillful at problem solving but also at problem seeking; they tend to take opportunities as moments of possibility in what Paul Light refers to as ‘the Peter Pan phenomenon—that is, if you believe you can fly, you will fly.’ In this sense, I find a measure of entrepreneurial intent to be essential at succeeding. With that comes the skill of perseverance, flexibility, and empathy. All translate into individuals who are confident embracing constraints and operating within a context that tolerates ambiguity.”
This is an excerpt from Wicked Problems: Problems Worth Solving. The full text is available here.
[Images: mycola, optimarc, and Roman Gorielov via Shutterstock]
via fastcodesign.com
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JESS3
via jess3.com
Representing the First 4,000,000 Decimals of Pi in a Single Image – information aesthetics
Wow!!! What surprised me the most with this amazing image is the search tool to look up to six numbers on this extraordinary image.
For a moment to have in my own hands a visual proof of being in perfect harmony with the whole, with everything in this golden ratio is just incredible and amazing. (I’m adding a reinterpretation of this amazing image).
The online visualization titled “3.1415926535897932384626…” [two-n.com] by design studio TWO-N represents the first 4,000,000 decimals of the number Pi within a single image.
Each unique digit of Pi corresponds to a specific color, and is rendered as a 1×1 pixel dot. The result is a long, random-looking pixel carpet image. Next to a dedicated slider that allows up/down scrolling through the resulting image, one can also search for the first occurrences of any specific decimal combination.
See also DNA Rainbow, which created similar pixel-based images by mapping the 4 base molecules of DNA to pixels in the colors red, green, blue and white.
Via @martinouellette.
via infosthetics.com
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Don Goyo is playing loud!!! Popocatepetl Mexico´s Volcano
A friend of mine shared me this curated, small but impressive collection of “El popo” images of our Volcano.
The popular believe is that inside the volcano, lives Don Goyo (Mr Goyo) and from time to time he gets angry, and plays loud and profound earth roarings ’cause of the natures misusage and shows up his unconformity shaking up a little to remind us, he watching us to behave.
By this images, I´’m sure Don Goyo has sulfuric madness exposing his raising anger into the sky.
Is México city any different after this exaltations?, hell no!. It is believed that Mexico can upfront anything because it has mexicans who can and will overpass any situation.
As beautiful as this images seems, Mexico needs greater shakings in their inner being to really be transformed. We all love Mexico, and we all dislike some many things about it.
Mexico will change with or without us.
Federico Hernández Ruiz 
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