Designing without rendering

Building design

The exchange with other countries and building cultures is of great importance for the work of the young architects at Fala Atelier. An interview about their experiences in Switzerland and the development of their own signature style – in which renderings are not always used as a linguistic device.

The exchange with other countries and building cultures is of great importance for the work of the young architects at Fala Atelier. An interview about their experiences in Switzerland and the development of their own signature style – in which renderings are not always used as a linguistic tool.

Baumeister: You represent those architects who make the most of their Erasmus experience and the international arena. How important was this experience for you?
Filipe Magalhăes: We studied in Porto and then I went to Ljubljana in Slovenia. Ana didn’t take part in Erasmus, but in a similar program in Tokyo. Then we worked in Switzerland and Japan: this experience is somehow symptomatic. Everyone does it these days, or can do it. But in our case, this background determines everything we do now. We come from a school that insists on a very simple and focused education. When we left university, we didn’t think about anything other than what we were taught. Young students have to question themselves, have to ask themselves what they stand for.

B: You have a different way of presenting your projects and ideas, so much so that it has been described as “the naive charm of collage”. Why do you discard the typical forms of representation, such as renderings?
F M: When presenting a very specific idea for a project, you can’t just schematically reproduce the subject of the original task. A rendering, a collage, a photo of the model etc. are communication tools. They are not the object of the design, but only a way of looking at it. When choosing the method of presentation, you can choose precisely what you want to emphasize. For example, if you take a photo of the model, you emphasize a certain direction or perspective; with a collage you approach a layering; with a generic project without cross-references, the commercial rendering is perhaps best. We don’t reject renderings either. We’ve even entered a few competitions with them in recent months.
Ana Luisa Soares: We do both. It depends on the project and what you want to show, what your intentions are, what you want viewers to understand about the project. Sometimes a rendering is also necessary because the people who see it are not architects and would not understand a collage. Then a formal image is needed.
F M: But the most important aspect is that the project sets its own rules. Most of the time we work without thinking about communication. But the final image is created at the end. However, we also use collages as a process: at the beginning we make a simple collage and if we find out later that it says it all, then we don’t need to spend two or three days producing another picture. It’s already there! Of course, the juries here are difficult. They like the standard, the mainstream. Standards are good; if you don’t deliver them, sometimes you get thrown out. So when we have this final collage, we have a very clear idea of the project. We know what it stands for and what idea it is based on, so we can also decide on the best way to communicate the project. Basically, you could say that each project determines its own way of presentation: which image, which text do you use? Sometimes you write a very poetic text, sometimes you are very straightforward and concentrate on the construction, the calculations or the problem areas. The same applies to the layout: in a very standard layout, you might have very unusual images that stand on their own – and that can work well. But we don’t reject anything in terms of presentation. We do a bit of everything and each project sets its own rules.

B: Is there a certain utopian spirit in your projects?
F M: It depends on the project, but generally yes. In the beginning we were even more utopian than we are now. But, as you said, there is a naivety in our work. This is because we are young and are still fighting for a position with our projects. We know that we sometimes make decisions that will cost us our heads. These decisions mean that we will lose the competition, but we still know that the project needed this step to be perfect. It needs a direction to follow. The big question is: do we go commercial or do we not compromise? In the short term this doesn’t seem ideal, but in the long term we believe we will benefit from it.

B: What counts in competitions? What is important to win?
F M: The consensus.
A L S: It depends on the jury. The winner of one competition would not win with another jury. It’s always very subjective.
F M: Building is very expensive in Switzerland and generally speaking, it’s all about money in Switzerland. In most cases, the aim is to find a solution that produces the smallest building envelope: in other words, the smallest façade surfaces, the most efficient traffic routes, the best façade openings for utilizing sunlight, as it gets cold in winter. If you achieve all these things, you fulfill the basic criteria.
A L S: In Switzerland, you can’t have a competition with collages as a form of presentation either, because otherwise you don’t even reach the second round. They don’t understand that in Switzerland. Because it’s all about consensus. Imagine you’re a mayor and you announce a competition for a school. As mayor, this school becomes your project. So it doesn’t have to be the very best school, but the one that most people like. That’s how politics works… It’s not about building a monument or an icon, it’s about something quite peaceful. The aim is not to make a big “statement” at all, but to be careful and avoid any criticism.
F M: That’s why the pictures, layouts and representations are so important; because the public also get to see them. If you submit a collage, it can’t be presented to the public. You need a picture with trees, running children and balloons and everyone is happy.
A L S: Big websites only show the huge competitions. It’s all about the star system. The other 99 percent of competitions are about exactly that: finding something that makes the public happy. Nobody, apart from the architects, is really interested in pure architecture.

B: Is Switzerland really the El Dorado for architects today?
A L S: Switzerland has money. That’s why there’s work there. We need money to do architecture, because building is expensive. There are a lot of very good offices in Switzerland, the work is not just concentrated in one or two large offices.
F M: No, it’s spread all over the country. The average office is very good.
A L S: They all build. And they all put a lot of effort into each project.
F M: They are very professional. They have the best schools and universities and the best teachers. The average small Swiss office is incredible! And that’s because they can hire the best architects, they can develop good projects and spend enough time on them to gain experience. Then they get even better and hire even better architects… the whole thing has a snowball effect. For a foreign office like ours, there is a gradual increase: we have to understand the regulations, how the hare runs and what the clients want – in order to be able to play in the same league. This forces us to adopt a critical attitude.

B: How has your work been received in Portugal?
F M: I have to say one thing: it’s not without reason that we give lectures in Florence, Romania, Bratislava and Istanbul – but not a single one in Portugal. Not that we didn’t want to…
A L S: It has to do with our way of working and our world view, which are not so widespread in the usual day-to-day business in Portugal. Portuguese architects don’t take us seriously. They think we’re a trend. They say that we are fashionable, but that sooner or later we will be “out” again. And we tend to see the opposite, that many of them are outdated. They don’t want to arrive in the 21st century. None of our clients are from Portugal, which is telling… We mainly work abroad and the projects we do in Portugal are not the usual local projects, nor are they for local clients.
F M: It has to be said, even if it doesn’t seem like it from the outside, that Portugal is a very conservative country in many respects. We don’t completely break the mold either, but the way we present our work is a little different; this already fuels a certain skepticism towards us. But we don’t worry too much about that.

Translated from the English by Jorn Frezel

POTREBBE INTERESSARTI ANCHE

Strength lies in tranquillity

Building design
when it comes to

when it comes to

Small businesses in particular can quickly get stuck in their own organization and fail to meet their own or their customers’ expectations. Acting proactively, delegating effectively and taking an honest stock of how you manage your own time can help you overcome these challenges. Working around the clock for customers and the company feels like part of being an entrepreneur for many […]

Small businesses in particular can quickly get stuck in their own organization and fail to meet their own or their customers’ expectations. Acting proactively, delegating effectively and taking an honest stock of how you manage your own time can help you to overcome these challenges.

Working around the clock for customers and the company – for many, this is part of being an entrepreneur. Especially as customers today expect a completely different level of service. Katja Hobler, Natursteine Glöckner, puts it in a nutshell: “The expectation today is Amazon.” The list of operational requirements is long. Small businesses in particular are often stuck in their own organization when it comes to meeting current customer needs. A lack of employee involvement, unclear or outdated processes and structures are the main reasons for owners being overworked, for dissatisfaction within the team or a lack of focus on the customer. “I really need to change something urgently, but I don’t have the resources.”

If this thought often plagues you, you should pull the ripcord. At least that’s what organizational expert Cordula Nussbaum recommends to avoid becoming a slave in your own company. Companies have to renegotiate who does what, for what and why when they themselves or the market changes. The rules and processes of cooperation often no longer match the quantity, scope or type of orders. Customer requirements also change.

New business areas are added, employees go on vacation or are ill, not to mention their own demands for relaxation. Added to this is the generational change, which is far from being satisfactorily resolved everywhere. The potential for growth, customer orientation and personal freedom comes from within and cannot be bought in. When bosses are irreplaceable and hardly have a moment’s peace even when on vacation, it often has a lot to do with themselves.

Experienced managers know the value of having the freedom to think about the future and allow innovations to mature. Glöckner Natursteine is a prime example of what future-oriented company management in the trade sector can look like and how the management team can remain relaxed. We spoke to Katja Hobler, who runs the company together with her husband Markus Glöckner, about their award-winning approach to sustainable resource and time management.

One art that not everyone has mastered is the art of delegation. Many people find it difficult to delegate certain tasks to others. However, if too many decisions are made and driven by a single person, the hamster wheel is inevitable. Management legend Stephen R. Covey (“The 7 Ways to Be Effective”) writes: “Delegating effectively to others is probably the activity that will have the most impact on your personal and professional success. It pays off when you delegate responsibility to other well-trained and capable people. Delegating means growing. This applies not only to every person, but also to all organizations.”

Those who are good at delegating always make the success of their work a joint effort. Delegation distinguishes managers from doers. If customers only want to talk to the boss and vice versa, they are talking to a successful doer. If there are numerous competent contacts in the company for customer projects, the company is being managed successfully. Delegation is often limited to delegating partial steps. However, the faster companies have to react and the more complex and uncertain the information situation is, the more important it becomes to spread not only the work but also the responsibility over several shoulders. Natursteine Glöckner also involves the entire team closely in the company’s decision-making processes. An approach that takes a lot of pressure off the management, as Katja Hobler confirms in an interview with STEIN.

Read more in STEIN 2/2020.

Door system with sophisticated design

Building design

The new Schüco door system “AD UP” (Aluminum Door Universal Platform) combines the values of an aluminum door with stability, thermal insulation and tightness in one system.

The new Schüco door system “AD UP” (Aluminum Door Universal Platform) combines the values of an aluminum door with stability, thermal insulation and tightness in one system.

The special design principle with a 5-chamber profile structure also offers the technical requirements for an intelligent door system. The profile structure without foams supports concealed cable routing and enables the technology to be integrated with a perfect fit. With leaf-covering door panels (single or double-sided top panels), concealed door hinges and various sash variants, the system also offers visual design freedom. AD UP is available in core construction depths of 75 and 90 mm.

More information about the Schüco door system