The Salon Suisse has long since become an institution at the Architecture Biennale in Venice. Over three weekends, the Swiss Arts Council Pro Helvetia hosts intimate panel discussions in the hall of the Palazzo Trevisan degli Ulivi. Each Salon Suisse is organized by a salonière or salonier. This year, the young Zurich architect, art historian and curator Evelyn Steiner has taken on this task. Fabian Peters met her for an interview in Venice.

The Salon Suisse has long since become an institution at the Architecture Biennale in Venice. Over three weekends, the Swiss Arts Council Pro Helvetia hosts intimate panel discussions in the hall of the Palazzo Trevisan degli Ulivi. Each Salon Suisse is organized by a salonière or salonier. This year, the young Zurich architect, art historian and curator Evelyn Steiner has taken on this task. Fabian Peters met her for an interview in Venice.

Baumeister: What is behind the title “Bodily Encounters”, which you have given to the Salon Suisse 2021?

Evelyn STEIN: I wanted to find a theme that was accessible to everyone. Everyone has a body. The experience of our body shapes us from the second we are born. At the Salon Suisse 2021 events, I want to focus on the body in relation to architecture. Little research has been done on this so far and I think there is a lot of catching up to do here.

B: Does your theme tie in with the Biennale’s question “How will we live together”?

Evelyn STEIN: When I was thinking about the theme, I didn’t even know the motto of the current Architecture Biennale. But I find the overlaps in content both coincidental and remarkable. In my opinion, you have to start with your own body when thinking about living together: How do I see my body in relation to other bodies and to space? But the Salon Suisse is not meant to be a commentary on the Biennale.

B: Why do you think architecture needs to catch up when it comes to dealing with the body?

Evelyn STEIN: In the humanities and social sciences, the so-called body turn, in which the body in all its diversity becomes the focus of research interest, began three or four decades ago. This applies to topics such as feminism and the re-evaluation of the concept of gender. But it also includes the enormous progress made in the field of biotechnology through to thought models such as transhumanism. However, the body turn has hardly been reflected in architectural discourse to date.

B: But you’re not just planning the Salon Suisse events as a theoretical debate?

Evelyn STEIN: Absolutely not! It was very important to me that the Salon also had a poetic dimension. We didn’t want to organize a series of events that could also be an SIA or BDA congress. That’s why the “crazy” element, the refraction through the medium of art, is so important to me at this year’s salon. I find it very interesting to explore the interfaces and boundaries between space and art. Performances in particular, in which the body is the central means of creating art, were an obvious addition.

B: Historically, the “salonière” is the hostess of a literary salon. How do you interpret this role for yourself?

Evelyn STEIN: The Salon Suisse is of course very much characterized by our “Salon”, the magnificent hall in the Palazzo Trevisan degli Ulivi, the headquarters of the Pro Helvetia Foundation in Venice. This fantastic room creates the informal character of the events. You can almost feel like you’re in your own living room. I have the impression that some of our guests are on the verge of taking off their shoes. What also contributes to this intimate character is the fact that many visitors attend not just one, but several or all events over a weekend. This creates an almost family atmosphere. I also see my role as bringing the guests together and encouraging them to talk to each other – and not just about architecture.

B: This year’s program is not limited to the evening “Salons”, but also includes events during the day. What is the idea behind this?

Evelyn STEIN: It was very important to me to include the urban space. We wanted to go out into the city with the Salon Suisse. If you look at the Biennale, many of the contributions seem like UFOs – foreign bodies that have nothing to do with Venice. I wanted to avoid that at all costs. Instead, I wanted to relate the theme of “Bodily Encounters” directly to the city. On the first Salon Suisse weekend, we went on an excursion to a series of typical Venetian apartments – from one-room apartments to palazzos. This insight into the current living environments of city dwellers was extremely exciting. There will then be an excursion to the lagoon at the October Salon.

B: Is Venice also a topic in the panel discussions in the evening salons?

Evelyn Steiner: The city will be part of the theme for at least one evening at each of the three Salon Suisse weekends in 2021. At the opening weekend, for example, I had Deborah Howard as my guest, professor emeritus at Cambridge and one of the greatest experts on the history of Venetian architecture. I spoke to her about how epidemics have changed the cityscape of Venice. Did you know, for example, that perhaps the first quarantine facility in the history of medicine, the Lazzaretto Nuovo, was built here?

B: I didn’t know that! Are you also pursuing a certain educational goal with the events?

Evelyn Steiner: I’m more interested in exchanging ideas than just imparting knowledge. I sometimes find the world of architecture to be very hermetic. That’s why it’s important to me at this year’s Salon Suisse, for example, to bring architects into contact with artists from other disciplines – dancers, singers, visual artists. The events should not be dry theoretical debates, but should be entertaining and fun. But of course, as a curator, I can’t get out of my skin – the content is close to my heart.

B: What criteria did you use to select your discussion partners for the panel discussions?

Evelyn STEIN: The starting point was always the topic I had in mind for the respective panel discussion. I always wanted to have three very different perspectives on the respective topic of discussion. I hardly knew any of my fellow panelists personally beforehand. Instead, I thought about which perspectives I would find interesting and then started researching. In the process, I came across some really exciting scientists and artists. On the opening weekend, for example, I spoke to an American literary scholar, an Australian engineer and a Croatian artist about the topic of “ghost houses”.

B: What can visitors look forward to at the two upcoming Salon Suisse weekends from October 21 to 23 and November 18 to 20?

Evelyn STEIN: On October 22, for example, I have invited the New York-based architecture researcher Lydia Kallipoliti, who published the book “The Architecture of Closed Worlds” in 2018 – a topic that has suddenly become extremely topical due to the pandemic. In her book, she examines the architectural history of closed microcosms – from monasteries to space stations. Among other things, I talk to her about the territorial behavior of people living together. And in November, the topic will be transhumanism. I would like to discuss what it means for architecture if we can technically “upgrade” our bodies. Do I still need noise protection regulations if I have noise suppression implanted in my ear?

Evelyn STEIN, born in 1981, studied architecture in Zurich and art history in Bern. She works as a curator at the Zurich Architecture Center ZAZ and is the 2021 Salon Suisse salonière at the Architecture Biennale in Venice.

This interview was produced with the kind support of Laufen Bathrooms AG. The company has been the main sponsor of the Salon Suisse of the Swiss Arts Council Pro Helvetia since 2012.

October Salon: “Realities”

October 21 to 23, 2021

November Salon: “Alterations”

November 18 to 20, 2021

Palazzo Trevisan degli Ulivi

Campo S. Agnese, Dorsoduro 810

Venice

prohelvetia.ch

POTREBBE INTERESSARTI ANCHE

The skilled trades must step on the gas

Building design
General
digital services and marketing approaches. Photo: servicerebell

digital services and marketing approaches. Photo: servicerebell

Digital strategist Christoph Krause supports the skilled trades sector when it comes to digitalization. STEIN spoke to him about the opportunities and dangers of digital change and the role that platforms play in this. STEIN: Mr. Krause, how do you get the digital sense into the skilled trades? Christoph Krause: Some people don’t even have that on their radar yet. I […]

Digital strategist Christoph Krause supports the skilled trades sector when it comes to digitalization. STEIN spoke to him about the opportunities and dangers of digital change and the role that platforms play in this.

STEIN: Mr. Krause, how do you get the digital sense into the skilled trades?

Christoph Krause: Some people don’t even have that on their radar yet. I’ve been involved in digitalization in the skilled trades since 2006, when it wasn’t an issue at all. Today, the focus is definitely on it, especially among the younger generation of entrepreneurs. The problem that companies have is the many isolated solutions that they first have to bring together. It’s not as if the companies have been working completely analogously up to now. But there is a lack of interfaces between the many software solutions. There are often more than ten different tools in use that don’t communicate with each other. This means copying from A to B – which costs a lot of time and money. This requires a digital chain. And companies are currently working on this.

STEIN: Does that mean the data flow has to be right before I can think about something like a platform?

Christoph Krause: Absolutely! Without data, there’s no platform, and individual trade businesses won’t be able to do it on their own. Platforms are created in a network. To do that, I need people who don’t come from the skilled trades and who understand IT. That’s why we have developed formats with our hackathons and barcamps that bring the skilled trades together with IT.

STEIN: What is created in the hackathons?

Christoph Krause: The charming thing about hackathons is that you not only develop new ideas here, but also implement them directly in a prototype. In the publishing sector, for example, these are concepts that use sensors in the wall or on the floor to measure humidity. This can result in completely new service offerings. In this case, a company not only installs the bathroom, but also ensures that the surface remains instant. Or blockchain solutions that, combined with sensor technology, provide customers with assistance for surface cleaning. The worktop then organizes its own professional cleaning, so to speak, and the entire process can be controlled digitally. As an installer, all you need to do for such IoT
(Internet of Things) approaches, all you have to do is go through your individual installed layers and consider what additional benefits digitalization can offer here.

STEIN:… in order to then market new services digitally?

Christoph Krause: Exactly. But the problem is that many companies simply don’t have the time to deal with such disruptive ideas at the moment. Capacity utilization is high. Craftsmen used to be the industry’s top performers in sales. This is no longer the case because companies are no longer able to process orders. The trade is becoming a bottleneck. In addition, their sales performance is being called into question by start-ups. Or the industry itself is approaching customers via its own platforms. The more modular I make sales and service, the fewer parts of the process I still need the craftsman for. The digital solutions for this are currently being built or have already been completed in some cases. In the sanitary trade, up to 1.4 billion euros in sales are already being generated via platforms.

STEIN: So what needs to be done?

Christoph Krause: The trade needs to step on the gas, digital communication and processes, the Internet of Things, customer connection. A fancy website is not the key. I have to define the added value for the customer. What added value do I offer with my digital solutions? Lean processes, transparent order processing, quotation and appointment configurators, digital payment processes. I have to offer digital added value in order to stay ahead.

STEIN: Many companies use existing platforms as a gateway to the digital marketing process.

Christoph Krause: Yes, that’s true. It’s definitely a good way for smaller businesses. But if I have a business with 30 or 50 employees, I can also build my own digital business model. To do this, however, I need implementation networks. That means I need to bring in people who can do what I can’t. I need to get in touch with digital implementers. That’s exactly what we offer with our formats. There’s been enough talk at digital conferences, now it’s time for the skilled trades to put it into practice.

STEIN: Digitalization needs networking. What role can the guilds play? After all, no industry is as well networked regionally as the skilled trades.

Christoph Krause: The guilds need to develop into digital service providers and support their members in the process. To do this, however, they would have to organize themselves differently. It doesn’t make sense for every small, regional guild to work on the same topics. The tasks need to be distributed. Then competence centers for certain subject areas will emerge. And the trades need to join forces. A cultural change is needed for the guilds.

STEIN: BIM, which will be mandatory for public buildings worth five million euros or more in Germany from 2020, also runs on collaboration platforms. Are all companies ready for this?

Christoph Krause: The trade has to take care of this too. If I have a small business, I may only need to have the right to read. But if I’m planning myself, I have to get to grips with it. I have to make sure that my software is BIM-capable and that I have the interfaces. It takes me a year and a half to build up this expertise. I need BIM specialists with knowledge of my trade. Entirely new training professions will emerge. For existing buildings, the question arises as to where the data comes from. Then I might have to fly a drone around buildings to collect it. Do I buy it myself? Do I commission them? These are questions that owners have to deal with.

STEIN: Does that mean a digitalization strategy is needed for every business?

Christoph Krause: Definitely. Even banks now want to see a digitalization strategy when they grant loans to the skilled trades. Today, I have to think in terms of value chains in order to secure my company value in the long term. A digitalization strategy is my investment basis for the future.

Generation Y

Building design

They grew up with the feeling of being something special. Attention, encouragement and praise from parents, having a say and making decisions in the family played a role from an early age, and later discussions with teachers and professors were completely normal. They were brought up to be independent and are used to talking to authorities as equals. They have […]

They grew up with the feeling of being something special. Attention, encouragement and praise from parents, having a say and making decisions in the family played a role from an early age, and later discussions with teachers and professors were completely normal. They were brought up to be independent and are used to talking to authorities as equals. They have high expectations of themselves, life and work. Values such as family, friendship and leisure are more important to them than leadership positions, managerial salaries or other monetary incentives. They are self-confident and know their value, not least because demographic change and the shortage of skilled workers make it necessary for companies to be more responsive to them. They expect interesting projects, rapid promotion opportunities and a good work-life balance from their work: we are talking about “Generation Y”. Generation Y” usually refers to anyone born between 1981 and today. The young people of this generation are also often referred to as “digital natives” because of their affinity to digital media such as computers, the Internet, cell phones, MP3 players, etc., with which they have grown up. In contrast, people who have only become acquainted with these things in adulthood are referred to as “digital immigrants”.
Generation Y follows Generation X, those born between 1965 and 1980, and the generation before them, the baby boomers, who were born between 1946 and 1964.

They will radically change the work culture

The “Ypsiloners” have been conquering companies for some time now, working side by side for a while with the previously dominant “baby boomer” generation, which they will soon replace. In a few years, “Generation Y” will account for every second employee worldwide. “This is the most demanding and self-confident generation in a long time,” says Anders Parment from the Stockholm University School of Business, who has written a book about the Ypsilonians. They will radically change the work culture in companies and thus contribute to another important trend, the change in values in society, against the backdrop of demographic change as the most important social trend. “The values and patterns of thought and action of ‘Generation Y’ reflect the developments and trends in our society and working world,” writes Prof. Dr. Jutta Rump from the Institute for Employment and Employability in Ludwigshafen.

Their parents were “workaholics” for them

To understand Generation Y, it helps to take a look at their socialization: growing up with parents from the “baby boomer” generation, they learned and still learn how hard they worked for their retirement. It is not uncommon for them to see their parents as “workaholics”. Values such as leisure and family took a back seat in this generation. At best, they had time for their grandchildren, but the children of the baby boomer generation are deeply affected by the lack of affection and time from their fully committed parents. A daunting picture: “Generation Y” does not want to do this with its own family and is consciously distancing itself from the “live to work” attitude of its parents. Many of those born after 1980 grew up in wealthy dual-income households, often as the only child. They have not usually experienced a strict family hierarchy. On the contrary: “Generation Y” was allowed to have a say in decision-making from an early age. And so they confidently represent their needs – even in companies.
For “Generation Y”, there are more important things in life than work, work and more work. They have learned that growth, speed and ever new records, which have long dictated the economy, have brought more and more prosperity, but also many problems, both in terms of health and interpersonal relationships. Now a generation is storming the workplace that is economically fed up, that has grown up under the dictates of consumerism and that has seen their parents, today’s 50 to 60-year-olds, sacrifice themselves for work and put their private lives behind their careers.

Time for family and other things

For example, Ypsiloners are emphatically demanding a private life worthy of the name. The family image is being redefined and conservative values are being rediscovered. “Family enjoys top priority,” writes Christian Schmidt, surgeon and Medical Director of the Cologne City Clinics, in an article entitled “Generation Y” in the specialist magazine “Der Anästhesist”. The physician knows what he is talking about: for his publication on the recruitment, development and retention of Generation Y, Schmidt documented findings available worldwide on those born after 1980. They were collected by management consultancies, working groups at ministries and sociological institutes.
According to Schmidt’s literature research, the representatives of “Generation Y” are characterized by a high level of self-confidence, but sometimes also react sensitively to criticism: he suspects that this is because they have been overly praised by the “baby boomers”. Schmidt characterizes “Generation Y” as follows: “They have high expectations of the workplace and reject both hierarchies and working hours. Overtime must be very well justified.” And he warns: “Generation Y would rather change jobs than adapt.”

Find out more about Generation Y and what they expect from their future employers in the latest STEIN!

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