Here are hints and the answers for the NYT Connections: Sports Edition puzzle, No. 255, for June 5.

5 June, 2025 In this series, Clare Dowdy speaks with design studios that are 30+ years old, to find out some of the secrets behind their longevity. Michael Johnson set up his London-based brand consultancy Johnson Banks in 1992. From Duolingo to Pink Floyd, Cancer Research UK to the Royal Astronomical Society, the studio works with “people who want to do big things.” He sat down with Clare Dowdy to discuss what he’s learned over the past 33 years. Michael Johnson How did Johnson Banks come about? My 20s were very turbulent: eight jobs in eight years, a lot of different countries, different cities, learning on the job. My last job – at Smith & Milton – was relatively settled, I was kind of running a corporate design department. I had a client there, Tom Banks. After I left, he also left his role at Legal & General with the projects I had been working on, and we used that as a basis for the company. That was 1992, the back end of a recession. For a couple of years, everything was fine. Then we started having “creative differences.” And the pressures of running a tiny design company are substantial. So we parted ways in 1995, but I kept the name. Johnson Banks’ symbol for the V&A’s William Morris show At that time, we weren’t really in the branding world. For a decade, we were very distracted by getting on the graphic design map, trying to win D&AD awards, doing lovely stamp projects. And then we started to get some cultural projects: the V&A and the British Council. I started to think, OK, now we’re beginning to show what we can do. When and why did you start thinking seriously about your strategy offering? When we started to get into the branding arena, I knew we were underpowered in terms of the strategic thinking. I may have thought that I could do it, but it takes a bit to persuade clients when you’re 35, with hair almost down to your knees. If you’re up against important-looking people who can field a few grey hairs, you’re going to lose that pitch. So we partnered with strategic companies like management consultancy Circus, and followed that model for much of the 2000s. That led to the Shelter rebrand, and a few other quite big branding projects followed. Johnson Banks’ visual identity for Shelter Eventually we realised that we could do the strategy ourselves. I had sometimes been a little frustrated by the work that my strategic partners – naming no names – were doing. It sounds a bit mean, but sometimes I would get this 90-page PowerPoint document from them, and I’d put it on my designers’ desks, and their faces would go blank. I think that 20 years ago, there was still a bit of the idea that you’ve paid £100,000, so here’s your huge document. We slowly realised that if we were in control of the process, and were involved all the way through, then that jump out of the verbal brand to the visual brand could be much better managed. How did you rethink your strategy offer? The penny dropped in the mid-2000s when we worked with Save The Children. At the time, and I don’t think they’d mind me saying this, Save The Children were a bit of a basket case. They were associated with WI fairs and cake baking, and they had a royal as their patron – they were nothing like what they are now. I realised we needed to work out what they stood for before we did any design. I did this huge chart, and stuck it on a wall at the client’s office. And I said, it strikes me that there are strategic choices that you have got to make as a comms team about where you want to take the Save the Children brand. Johnson Banks’ poster for Save the Children That was an incredibly productive meeting, and also it helped us realise that before we got anywhere near the design, we needed to sort this out. I know that sounds like really basic stuff now. I didn’t trust my instinct for a decade or so, but in that Save the Children meeting, a light bulb went on for me. Once you’d worked out how to do strategy in-house why didn’t you scale up? A lot of companies would have done that. That’s how companies grow, and can end up quite quickly at 60 people. We have nearly always been around six to eight people. Because I could bridge that gap between the verbal and the visual, it meant we didn’t need to add people. And I’ve discovered over the last 25 years, that with a really good account director, Katherine Heaton, and me, and a design team, there is a heck of a lot that we can do. So we stayed small and partnered with filmmakers, animators, cultural specialists. Post-pandemic, a lot of people have adopted that hub and spoke model – we did it 20 years ago. Probably twice a year we’ll lose a pitch because of our scale. But conversely, with some clients you can sell in the fact that they’ll always deal with Michael Johnson. They’re not going to be handed down the chain, because there is no chain. Johnson Banks’ logos for Jodrell Bank Alongside this direct contact with you, what’s your main selling point? It seems to be that we think pretty hard about stuff. We almost never jump into design. A lot of thought goes into what we do, sometimes way too much. Sometimes our projects are incredibly difficult, gargantuan, intertwined and really hard to unpick. That’s a slightly poisoned chalice, because then people go, gosh, well, if they could unpick that, then they could unpick our Gordian knot. For example, we’re working on a major London university brand at the moment that has over 60,000 staff and students, 11 faculties, and hundreds of centres and institutes and departments, and we’re trying to navigate a way through. How did you work out what you wanted to specialise in? Sometimes you can get sucked into something that you just don’t want to be doing. By the end of the 1990s, Johnson Banks had got a reputation for doing annual reports. Part of me quite liked doing them because there was an interplay between words and pictures. And we were getting senior level access to clients, which makes you feel a bit better, because you’re having an interface with chief executives. But then I was thinking, hang on, we’re in danger of getting stuck here, because of course, they’re cyclical. And the death of the annual report – and the death of print – was coming over the horizon, with the internet. Johnson Banks’ Annual Report for Polygram (1995) Since then, my interests have changed. I do not have any interest any more in doing awful blue chips or terrible fintechs. I want to apply all the comms and the branding that I’ve learned to people who could really use it – not-for-profit, culture, education, philanthropy. You know, doing good. How did you build up this not-for-profit work? You lean into the referrals you’ll inevitably get within silos where you want to be referred. I learned this from Mary Lewis of Lewis Moberly. We were pretty close in the 1990s and she always said that referral business is the best business. Over 85% of our clients are not-for-profit – most design companies have a 20-80 split between non-profits and commercial clients. I never liked that ratio, what you might cruelly call ‘the Robin Hood principle’ – we are going to steal from our luxury car account and give to the charity. We did do a bit of that for a while. We did an airline in 2009/10 at the same time we were doing charities. I would justify that with the Robin Hood principle, but I just felt more and more uncomfortable with that. Johnson Banks’ campaign visuals for Cancer Research UK As our percentages went up and up in not-for-profit, eventually I said, look, we should just tell people this is who we are, and this is what we do. It was obvious anyway, so let’s be explicit about it. A few people said we were crazy, that we’d never get any work. But the reverse has been the case. We’re on our sixth environmental project. If you say this is what we want to do, and this is what we will do for you, then I think, funnily enough, clients find that very helpful. How did you build up to bigger projects? Let’s take education. We’ve done three or four really interesting campaigns for universities and now we’re in the position where we can do university rebrands, and have won a top 10 global university. But it has taken 15 years of education work to get to that point. I may not have thought that it would take quite so long to persuade people that we could do their identity. But education is a very conservative sector, and moves slowly, like museums and galleries. If you’re small, you can afford for a sector to move slowly, whereas bigger agencies need a pipeline. I’ve watched dozens of companies get to this critical point where they’ve grown and grown and then they’ve just fallen off the cliff because they’ve been feeding the monster. To help with that, agencies often add a new business person. No-one ever talks about this, but a new business person costs around £50,000. The rule of thumb, in my world at least, is that you have to take that salary and triple it with turnover to pay that salary. So you need £150,000 worth of projects to pay for the new business person before you’ve made a penny. So to make a profit, the new business person has to bring in over £200,000 of work. And if this person can do it, which is not guaranteed, then the company has to scale. It’s so easy to get caught on a treadmill. What else has helped you stay in business so long? We’ve always led with the thought behind the idea, not the way it looked. Because I was always much more interested in the idea behind something, I think that has helped us not get sucked into the visual, to use the type face du jour, the colour that everyone else is using. And it’s understandable, because graphic designers want to do stuff that their peers really like. But paradoxically the trick, in my opinion, is to try and zag away from the trends. Create a new trend yourself. Johnson Banks’ globe symbol for the COP 26 climate conference Design disciplines in this article Industries in this article Brands in this article What to read next Neville Brody on clients, education, and his unexpected OBE Graphic Design 30 Jan, 2025

Reading Time: 3 minutes In a recent webinar hosted by MoEngage, QSR marketing experts from Radar and Bottle Rocket came together to unpack the findings of the 2025 State of Cross-Channel Marketing for QSRs report.  With more than 800 total survey responses, including 70 from QSR marketers, this report revealed where quick-service restaurants are focusing their energy, what is holding them back, and the emerging strategies reshaping the guest experience. Here is a recap of the key takeaways, expert insights, and actionable advice shared by our panelists.   Where QSRs Are Focused in 2025: Loyalty, Personalization & Speed The webinar kicked off with a deep dive into shifting priorities. Customer engagement and loyalty emerged as the top focus for QSR marketers in 2025, with 80% of respondents increasing investment in customer experience technology. Mobile-first experiences and real-time personalization are no longer optional; they are essential for effective QSR marketing. Nick Patrick, CEO of Radar, put it simply: “Mobile has become the primary interface between QSRs and their customers. Real-time context is what makes that interface intelligent.” Challenges: Disconnected Data, Tech Silos, and Execution Speed While QSRs have the vision, many struggle with execution.  The report found that 60% of QSR leaders still struggle with personalization, and more than a quarter cited siloed data as a top challenge. The panelists echoed these findings, pointing to fragmented systems and misaligned teams as major hurdles. Brendan shared: “The POS system was designed for speed and accuracy, not personalization. But when you can use even a basic signal, like a loyalty status, to prompt a more human, high-touch experience, it makes a real difference.” Strategies That Work: Start Small, Focus Deep, Earn Trust Panelists emphasized the value of starting small with high-impact initiatives like curbside pickup or loyalty nudges. Cross-functional alignment and choosing scalable tech partners were key themes. “Don’t boil the ocean,” Brendan advised. “Start with one moment in the journey that can be improved and work cross-functionally to get it right.” Earning Location Opt-ins the Right Way Location data is a powerful lever for marketing and operations, but only if opt-ins are earned with care. Nick shared a practical framework: “It comes down to three things: transparency, value, and timing. You can’t just ask up front with no context and expect users to say yes.” He pointed to Outback Steakhouse as a standout example: “They clearly explain the value, guide users through branded screens, and then request OS-level permissions. It’s thoughtful, and it works.” AI in Action: Real Business Impact Artificial intelligence was another hot topic. Brendan shared two areas where AI is delivering real value: smarter cross-sell/upsell and feedback intelligence. “Even simple segmentation by daypart or region can lift basket size. Some tools report a 10% increase just by turning it on,” he said. “It doesn’t need to be complex to be effective.” QSR Webinar Recap: Closing Thoughts Whether optimizing app experiences, trying to unify your tech stack, automating manual processes, or building stronger loyalty loops, the advice was clear: start small, stay focused, and partner with tools and teams that can scale with you. Watch the full webinar on demand to explore these examples further and learn how MoEngage, Radar, and Bottle Rocket can help your team accelerate QSR engagement.   The post Digital Meets Dine-In: 5 Expert QSR Engagement Strategies appeared first on MoEngage.

More enterprises have moved to pay-for-performance salary and promotion models that measure progress toward goals -- but how do you measure goals for a maintenance programmer who barrels through a request backlog but delivers marginal value for the business, or for a business analyst whose success is predicated on forging intangibles like trust and cooperation with users so things can get done? It’s an age-old question facing companies, now that 77% of them use some type of pay-for-performance model. What are some popular pay-for-performance use cases? A factory doing piece work that pays employees based upon the number of items they assemble. A call center that pays agents based on how many calls they complete per day. A bank teller who gets rewarded for how many customers they sign up for credit cards. An IT project team that gets a bonus for completing a major project ahead of schedule. The IT example differs from the others, because it depends on team and not individual execution, but there nevertheless is something tangible to measure. The other use cases are more clearcut -- although they don’t account for pieces in the plant that were poorly assembled in haste to make quota and had to be reworked, or a call center agent who pushes calls off to someone else so they can end their calls in six minutes or less, or the teller who signs up X number of customers for credit cards, although two-thirds of them never use the credit card they signed up for. Related:In short, there are flaws in pay-for-performance models just as there are in other types of compensation models that organizations use. So, what’s the best path for IT for CIOs who want to implement pay for performance? One approach is to measure pay for performance based upon four key elements: hard results, effort, skill, and communications. The mix of these elements will vary, depending on the type of position each IT staff member performs. Here are two examples of pay per performance by position: 1. Computer maintenance programmers and help desk specialists Historically, IT departments have used hard numbers like how many open requests a computer maintenance programmer has closed, or how many calls a help desk employee has solved. There is merit in using hard results, and hard results should be factored into performance reviews for these individuals -- but hard numbers don’t tell the whole story.  For example, how many times has a help desk agent gone the extra mile with a difficult user or software bug, taking the time to see the entire process through until it is thoroughly solved? lf the issue was of a global nature, did the Help Desk agent follow up by letting others who use the application know that a bug was fixed? For the maintenance programmer who has completed the most open requests, which of these requests really solved a major business pain point? For both help desk and maintenance programming employees, were the changes and fixes properly documented and communicated to everyone with a need to know? And did these employees demonstrate the skills needed to solve their issues? Related:It’s difficult to capture hard results on elements like effort, communication and skills, but one way to go about it is to survey user departments on individual levels of service and effectiveness. From there, it’s up to IT managers to determinate the “mix” of hard results, effort, communication and skills on which the employee will be evaluated, and to communicate upfront to the employee what the pay for performance assessment will be based on. 2. Business analysts and trainers Business analysts and trainers are difficult to quantify in pay for performance models because so much of their success depends upon other people. A business analyst can know everything there is to know about a particular business area and its systems, but if the analyst is working with unresponsive users, or lacks the soft skills needed to communicate with users, the pay for performance can’t be based upon the technology skillset alone.  Related:IT trainers face a somewhat different dilemma when it  comes to performance evaluation: they can produce the training that new staff members need before staff is deployed on key projects,  but if a project gets delayed and this causes trainees to lose the knowledge that they learned, there is little the trainer can do aside from offering a refresher course. Can pay for performance be used for positions like these? It’s a mixed answer. Yes, pay per performance can be used for trainers, based upon how many individuals the trainer trains and how many new courses the trainer obtains or develops. These are the hard results. However, since so much of training’s execution depends upon other people downstream, like project managers who must start projects on time so new skills aren’t lost,  managers of training should also consider pay for performance elements such as effort (has the trainer consistently gone the extra mile to make things work?), skills and communication.  In sum, for both business analysts and trainers, there are hard results that can be factored into a pay for performance formula, but there is also a need to survey each position’s “customers” -- those individuals (and their managers) who utilized the business analyst’s or trainer’s skills and products to accomplish their respective objectives in projects and training. Were these user-customers satisfied?  Summary Remarks The value that IT employees contribute to overall IT and to the business at large is a combination of tangible and intangible results. Pay for performance models are well suited to gauge tangible outcomes, but they fall short when it comes to the intangibles that could be just as important. Many years ago, when Pat Riley was coaching the Los Angeles Lakers, an interviewer asked what type of metrics he used when he measured the effectiveness of individual players on the basketball court. Was it the number of points, rebounds, or assists? Riley said he used an “effort" index. For example, how many times did a player go up to get a rebound, even if he didn’t end up with the ball? Riley said the effort individual players exhibited mattered, because even if they didn’t get the rebound, they were creating situations so someone else on the team could. IT is similar. It’s why OKR International, a performance consultancy, stated “Intangibles often create or destroy value quietly -- until their impact is too big to ignore. In the long run, they are the unseen levers that determine whether strategy thrives or withers.”  What CIOs and IT leadership can do when they use pay for performance is to assure that hard results, effort, communications and skills are appropriately blended for each IT staff position, and its responsibilities and realities -- because you can’t attach a numerical measurement to everything -- but you can observe visible changes that begin to manifest when a business analyst turns around what has been a hostile relationship with a user department and you begin to get things done. 

The duo will create a ball sports arena for local teams and the wider community, providing a new public square and gateway to an exhibition park in České Budějovice, a city 120km south of Prague. Inspired by the Möbius strip – a continuous surface with only one side and one edge – the winning design aims to reflect ‘energy, unity, and perpetual motion’ and serve as a catalyst for positive transformation in České Budějovice. WilkinsonEyre board director Sam Wright said: ‘We are thrilled to have been selected for this exciting project, which presents a unique opportunity to build on our design expertise and passion for sports architecture.Advertisement ‘We look forward to collaborating with our partners to create a world-class venue that inspires both athletes and spectators alike.’ Boele founding director Petr Suma, who has worked at both WilkinsonEyre and London-based William Matthews Architects, said: ‘By revitalising and redefining the southern entrance to the České Budějovice Exhibition Grounds, this project creates a catalyst for new development on the left bank of České Budějovice.’ Though the arena is primarily for volleyball, it will also host a range of ball sports, including handball, floorball, basketball and futsal, as well as concerts and conferences. The winning proposal was selected unanimously from 29 entries, and construction is expected to begin next year. České Budějovice is a major industrial centre with around 96,000 residents. Local landmarks include the Budweiser Budvar Brewery, the Baroque-style Museum of South Bohemia and the Neo-Gothic Church of the Presentation of the Blessed Virgin Mary.Advertisement A separate contest to remasterplan České Budějovice was launched early last year.

More enterprises have moved to pay-for-performance salary and promotion models that measure progress toward goals -- but how do you measure goals for a maintenance programmer who barrels through a request backlog but delivers marginal value for the business, or for a business analyst whose success is predicated on forging intangibles like trust and cooperation with users so things can get done? It’s an age-old question facing companies, now that 77% of them use some type of pay-for-performance model. What are some popular pay-for-performance use cases? A factory doing piece work that pays employees based upon the number of items they assemble. A call center that pays agents based on how many calls they complete per day. A bank teller who gets rewarded for how many customers they sign up for credit cards. An IT project team that gets a bonus for completing a major project ahead of schedule. The IT example differs from the others, because it depends on team and not individual execution, but there nevertheless is something tangible to measure. The other use cases are more clearcut -- although they don’t account for pieces in the plant that were poorly assembled in haste to make quota and had to be reworked, or a call center agent who pushes calls off to someone else so they can end their calls in six minutes or less, or the teller who signs up X number of customers for credit cards, although two-thirds of them never use the credit card they signed up for. Related:In short, there are flaws in pay-for-performance models just as there are in other types of compensation models that organizations use. So, what’s the best path for IT for CIOs who want to implement pay for performance? One approach is to measure pay for performance based upon four key elements: hard results, effort, skill, and communications. The mix of these elements will vary, depending on the type of position each IT staff member performs. Here are two examples of pay per performance by position: 1. Computer maintenance programmers and help desk specialists Historically, IT departments have used hard numbers like how many open requests a computer maintenance programmer has closed, or how many calls a help desk employee has solved. There is merit in using hard results, and hard results should be factored into performance reviews for these individuals -- but hard numbers don’t tell the whole story.  For example, how many times has a help desk agent gone the extra mile with a difficult user or software bug, taking the time to see the entire process through until it is thoroughly solved? lf the issue was of a global nature, did the Help Desk agent follow up by letting others who use the application know that a bug was fixed? For the maintenance programmer who has completed the most open requests, which of these requests really solved a major business pain point? For both help desk and maintenance programming employees, were the changes and fixes properly documented and communicated to everyone with a need to know? And did these employees demonstrate the skills needed to solve their issues? Related:It’s difficult to capture hard results on elements like effort, communication and skills, but one way to go about it is to survey user departments on individual levels of service and effectiveness. From there, it’s up to IT managers to determinate the “mix” of hard results, effort, communication and skills on which the employee will be evaluated, and to communicate upfront to the employee what the pay for performance assessment will be based on. 2. Business analysts and trainers Business analysts and trainers are difficult to quantify in pay for performance models because so much of their success depends upon other people. A business analyst can know everything there is to know about a particular business area and its systems, but if the analyst is working with unresponsive users, or lacks the soft skills needed to communicate with users, the pay for performance can’t be based upon the technology skillset alone.  Related:IT trainers face a somewhat different dilemma when it  comes to performance evaluation: they can produce the training that new staff members need before staff is deployed on key projects,  but if a project gets delayed and this causes trainees to lose the knowledge that they learned, there is little the trainer can do aside from offering a refresher course. Can pay for performance be used for positions like these? It’s a mixed answer. Yes, pay per performance can be used for trainers, based upon how many individuals the trainer trains and how many new courses the trainer obtains or develops. These are the hard results. However, since so much of training’s execution depends upon other people downstream, like project managers who must start projects on time so new skills aren’t lost,  managers of training should also consider pay for performance elements such as effort (has the trainer consistently gone the extra mile to make things work?), skills and communication.  In sum, for both business analysts and trainers, there are hard results that can be factored into a pay for performance formula, but there is also a need to survey each position’s “customers” -- those individuals (and their managers) who utilized the business analyst’s or trainer’s skills and products to accomplish their respective objectives in projects and training. Were these user-customers satisfied?  Summary Remarks The value that IT employees contribute to overall IT and to the business at large is a combination of tangible and intangible results. Pay for performance models are well suited to gauge tangible outcomes, but they fall short when it comes to the intangibles that could be just as important. Many years ago, when Pat Riley was coaching the Los Angeles Lakers, an interviewer asked what type of metrics he used when he measured the effectiveness of individual players on the basketball court. Was it the number of points, rebounds, or assists? Riley said he used an “effort" index. For example, how many times did a player go up to get a rebound, even if he didn’t end up with the ball? Riley said the effort individual players exhibited mattered, because even if they didn’t get the rebound, they were creating situations so someone else on the team could. IT is similar. It’s why OKR International, a performance consultancy, stated “Intangibles often create or destroy value quietly -- until their impact is too big to ignore. In the long run, they are the unseen levers that determine whether strategy thrives or withers.”  What CIOs and IT leadership can do when they use pay for performance is to assure that hard results, effort, communications and skills are appropriately blended for each IT staff position, and its responsibilities and realities -- because you can’t attach a numerical measurement to everything -- but you can observe visible changes that begin to manifest when a business analyst turns around what has been a hostile relationship with a user department and you begin to get things done. 

As Country Living’s Senior Homes and Style Editor, I’ve seen my share of kitchens over the years, so I know what decorating ideas do and do not actually work in a kitchen. As well, I know which ideas are best for achieving the kitchen style you like, whether you want to embrace cottage style, have a farmhouse-style kitchen, create a British-inspired cook space, or make it something a little in between. Here at Country Living, we have been fans of cottagecore long before the internet deemed it cool. Of all the styles of kitchens, a cottage-style kitchen is tops for having the most personal charm and character (read: sink skirts, colored cabinetry, open shelving filled with personal one-of-a-kind collections, inviting breakfast nooks...). You see, cottage living is all about embracing imperfection and a timeless lived-in style. While those ideas might seem antithetical to kitchen design, they really are not. Even the newest, most state-of-the-art kitchens can benefit from patinaed, less-than-perfect accents. Below, I have rounded up some of the best (and designer-approved) ways to channel that humble cottage look in your kitchen. From ideas for painting your cabinetry to fresh approaches for backsplash tile, these ideas are guaranteed to make your space into something Beatrix Potter herself would envy! For more kitchen decorating ideas, check out these stories:1Lean Into Existing ArchitectureRikki Snyder for Country LivingIf your home is lucky (yes, lucky!) enough to have quirky architectural features, lean into them and allow them to inform your palette and decor as designer Christina Salway did in her wood-filled New York kitchen. TOUR THE ENTIRE HOUSE2Embrace a Cheerful PaletteBecky Luigart-Stayner for Country LivingNothing gives off cottage charm like an equally charming color palette. In this Alabama kitchen, soft, buttery yellow cabinetry pairs with a fruit-themed wallpaper to create a perfectly prim palette. Get the Look:Cabinet Paint Color: Sudbury Yellow by Farrow & BallWallpaper: Fruit by Morris & Co. TOUR THIS KITCHENAdvertisement - Continue Reading Below3Add A Stove CoveBecky Luigart-Stayner for Country LivingStove coves are a great way to add architectural interest to your kitchen. Back the inset space with beadboard, like designer Trinity Holmes did here, for added cottage appeal. TOUR THIS KITCHENRELATED: Here’s Everything You Need to Know About Stove Coves4Go Wild with WallpaperBrian Woodcock for Country LivingWhile it may seem counterintuitive, bold wallpaper is a great for adding character to smaller spaces. For cramped kitchens with little natural light, stick to brighter, tonal patterns such as the one shown here. Get the Look:Wallpaper: "London Rose" by House of HackneyRELATED: Our Best Kitchen Wallpaper Ideas EverAdvertisement - Continue Reading Below5Wrap the Room in Open ShelvingHelen Norman for Country LivingDoes your cottage kitchen lack serious storage space? No worries. Display your favorite ceramic finds on kitchen-spanning open-shelving like photographer Helen Norman did here in her farmhouse kitchen. RELATED: These Open Shelving Ideas Will Have You Ready to Rip Out Your Cabinetry 6Mix Your MaterialsHelen Norman, styling by Matthew GleasonIn this colorful cottage kitchen, worn woods and happily patinaed copper craft a curated-over-time feel that amps up the coziness factor. Mix up materials to easily give your kitchen a lived-in feel.TOUR THIS ENTIRE HOUSERELATED: 40 Pretty and Practical Kitchen Backsplash IdeasAdvertisement - Continue Reading Below7Build Out a Breakfast NookKirsten FrancisNo cottage kitchen is complete without a cozy breakfast nook. In this Connecticut kitchen, designer Stephanie Perez installed a banquette along her wall of windows and paired it with a chippy blue table. Hanging baskets add extra cottage charm. RELATED: Check Out All of Our Best Breakfast Nook Ideas8Mount a Peg RailJody BeckMix utilitarian appeal with classic style by mounting a peg rail along your kitchen’s workspace. While this works especially well with wood-paneled backsplash, it can be used with tile too. Advertisement - Continue Reading Below9Add Timeworn Character With Unlacquered BrassAnnie Schlechter for Country LivingChanging up the hardware in your kitchen is an easy and inexpensive way to give the space a fresh look. Swapping builder-grade knobs and pulls with unlacquered brass pieces will add timeworn character in an instant. (And, they’ll only look better over time!)RELATED: The Best Blue Paint Colors for Your Kitchen Cabinetry10Skirt Your SinkDavid Tsay for Country LivingTake a note from Heather Taylor and add a skirt to your sink! This quick upgrade, which can be DIY’d in just an afternoon, adds sweet cottage cheer to any kitchen. If you don’t want to DIY, get crafty with store-bought café curtains. RELATED: Sink Skirts Are the Nostalgic Trend Designers Are Loving Right NowAdvertisement - Continue Reading Below11Hang Café CurtainsStacy Zarin GoldbergIn fact, go all-in on café curtains! These humble window coverings are in the midst of a resurgence thanks to the rising popularity of happily twee decorating. Pick pretty patterns for a white kitchen or stick to calm neutrals in an already pattern-filled space. RELATED: See Why Designers Are Loving Café Curtains Right Now12Stick to Simple TileRead McKendreeIn a house with interesting architectural elements, pick simple finishes and allow the space’s character to shine through. In this 17th century New England cottage designed by Stephenie and Chase Watts, a simple white Zellige tile backsplash extends to the ceiling, allowing the warm wood beams and original flooring to take center stage. RELATED: Should Your Kitchen and Bathroom Tile Match? Designers Weigh InAdvertisement - Continue Reading Below13Go All-In on VintageMarta Xochilt Perez for Country LivingThrifted finds are the quickest way to bring character to an all-white cottage kitchen. Opt for vintage pieces inspired by your locale and lean into crustier, worn pieces for the ultimate curated look. TOUR THIS ENTIRE HOUSERELATED: 10 Old-School Finds That Add Instant Charm to a Kitchen14Match Your Trim To Your CeilingChase DanielLooking for a weekend project to up the design ante in your kitchen? Then it’s time to bring out a paint can! In this humble Texas cottage, a happy duck egg blue paint color was used on the trim, ceiling, and cabinetry to tie the space together with an easy, approachable feel. A reproduction wallpaper ("Larkspur 1872" designed by William Morris) adds just a pop of pattern. Get the Look:Trim and Ceiling Paint Color: Jamestown Blue by Benjamin MooreTOUR THIS ENTIRE HOUSEAdvertisement - Continue Reading Below15Pretty Up a Pass Through Dustin HalleckIf your cramped kitchen leaves little room for serving, look into installing a pass-through window! These are steeped in old-school charm and add foster a casual, come-as-you-are atmosphere. RELATED: These Old House Features Need to Make a Comeback Right Now16Paint Your FloorsDana GallagherIf channeling old-school charm is your preferred method of character-building, then try painting your floors! A classic black-and-white checkerboard pattern is a timeless choice, but the options are only limited by your imagination. Psst...old house owners, this is also a budget-friendly way to cover your wonky floors! RELATED: Everything You Need to Know About Painting Your Floors Advertisement - Continue Reading Below17Mount a Plate RackCarina OlanderDon’t overlook the power of a classic plate rack, which offers the same (if not better) organizational efforts as regular upper cabinetry or open shelving. Paint the plate rack to match your lower cabinetry or go with a contrasting wood stain. RELATED: 7 Kitchen Storage Mistakes You’re Definitely Making, And How to Fix Them18Go MoodyAli Harper for Country LivingNot every cottage kitchen needs to be light and bright. Lean into the cozy vibes of your home with a dark palette. This Alabama cottage features chocolate brown walls, which are complemented by unexpected hits of primary red and blue. Get the Look:Wall Paint Color: Dark Chocolate by Benjamin MooreRELATED: These Are the Best Brown Paint Colors, According to DesignersAdvertisement - Continue Reading Below19Use Salvaged Pieces Reid RollsAdd personality to your kitchen with unique salvaged pieces. Source them from your local architectural salvage yard or antique store, like designer Leanne Ford did with this repurposed china cabinet.TOUR THIS ENTIRE HOUSERELATED: 100+ Best Places to Shop for Salvage and Other Antiques and Vintage Online20Go for Butcher BlockDavid A. LandInstalling butcher-block countertops is a sure-fire way to add humble character to your cottage kitchen. Pair it with other wood accents, like designer Hadley Wiggins did here, for a timeless look.TOUR THIS ENTIRE HOUSERELATED: Everything You’ve Ever Wanted to Know About Butcher-Block CountertopsAnna LoganSenior Homes & Style EditorAnna Logan is the Senior Homes & Style Editor at Country Living, where she has been covering all things home design, including sharing exclusive looks at beautifully designed country kitchens, producing home features, writing everything from timely trend reports on the latest viral aesthetic to expert-driven explainers on must-read topics, and rounding up pretty much everything you’ve ever wanted to know about paint, since 2021. Anna has spent the last seven years covering every aspect of the design industry, previously having written for Traditional Home, One Kings Lane, House Beautiful, and Frederic. She holds a degree in journalism from the University of Georgia. When she’s not working, Anna can either be found digging around her flower garden or through the dusty shelves of an antique shop. Follow her adventures, or, more importantly, those of her three-year-old Maltese and official Country Living Pet Lab tester, Teddy, on Instagram.  

As the Nintendo Switch 2 launches, these are our hopes and dreams for the console Image credit: Nintendo Feature by GamesIndustry.biz Staff Contributor Published on June 5, 2025 With the Nintendo Switch 2 launching today, it closes out a rocky pre-launch period of tariffs, fiery price discussions around software and hardware, and some retailers cancelling pre-orders. Much of that will feel like a distant memory once the hotly-anticipated console is in players' hands, and they're trying out the first new Mario Kart game in more than 11 years. There's always something special about Nintendo hardware. Even with the Wii U, the console manufacturer's biggest dud in recent memory, that was still the case. While the Switch 2 is firmly an evolution of 2017's Switch and not anything bolder in terms of input or form factor, Nintendo's unbelievable run of great software over the past eight years looks set to continue. The downside for consumers, of course, is that they will be paying much more for some of those titles than they did on the last console. Below, to celebrate its launch day, the GamesIndustry.biz team shares its realistic hopes and dreams for the years to come on Switch 2. A fresh take on exclusive IP Nintendo has already demonstrated that it's willing to switch it up in terms of new takes on its iconic franchises, with the destructible levels of Donkey Kong Bananza and the open roads of Mario Kart World. But I have an appetite to see the same approach taken with continuations of beloved franchises like The Legend of Zelda, 3D Mario, and Pokémon. While Breath of the Wild and Tears of the Kingdom are getting enhanced versions and the newest Pokémon Legends title launches this fall, Nintendo has the opportunity to revitalise some of its beloved IP with boosted hardware and fan interest. Not only that, but it could flip the script entirely and debut a brand new franchise unrelated to anything that’s come before it – something that would become intertwined with the Switch 2 and inspire a new generation of players and developers. – Sophie McEvoy The end of bad Switch ports While games like Doom and The Witcher 3 demonstrated that miracles were possible with the Nintendo Switch's limited hardware capabilities, numerous ports from more powerful platforms fell short. From the notoriously rough visual downgrade of Batman: Arkham Knight to the choppy port of WWE 2K 2018, sometimes visually intensive games have made their way to the console with a whiff of 'buyer beware' about them. In some cases, like the Kingdom Hearts games, 'cloud' versions bypassed trying to run natively on the hardware altogether, which was a compromise too far for many players. That's a trend the Switch 2, with its out-of-the-gates impressive ports of Cyberpunk 2077 and Civ 7, could really do without. Inevitably, we will reach a point with the next Xbox and PlayStation consoles where the disparity with the Switch 2 becomes too great, and we could potentially see a similar downslide in ports. But hopefully the quality level reached with this first wave of releases sets a high standard for what's to come. Users' tolerance for lower quality multiplatform releases has been tested too much during the latter years of the Switch's lifecycle. – Samuel Roberts Switch 2 is at the heart of indie games Image credit: ConcernedApe The early years of the Switch were a honeymoon period for indie games, causing a gold rush of publishers and developers getting their back catalogues on the platform. As the eShop became swamped with shovelware, while Nintendo did little to improve discoverability (until very recently), Steam quickly became the de facto home for indie games again. There's still nothing like playing an indie game on Switch. The portability remains a cut above other devices with a similar form factor, like the Steam Deck. While Nintendo shows it values smaller games with its Indie World showcases, there's still a disconnect between the intent of those presentations and how easily indie games are actually discovered on Switch. Using the eShop to celebrate good taste in games should be a goal of Nintendo's during this generation. A golden age of indies comparable to the original Switch launch seems unlikely – the moment has probably passed on that. But more consistent curation would have a massive amount of value. – Samuel Roberts Nintendo shows that the mouse has the magic The unveiling of the Switch showed that Nintendo learned a lot of lessons from the Wii U, itself a failed follow-up to the Wii: the company didn't rock the boat. It's the same form factor you know from the original Switch, with a clear '2' in the name. All its more novel secondary features – like the Joy-Con's mouse controls – are not at the centre of the marketing messaging like the Wii Remote or DS touchscreen were for those consoles. This was wise in a few practical ways. It means there are no interface-based headaches in porting a game onto the console, paving the way for (theoretically) good third-party support. Consumers, developers, and publishers know what they're getting. Still, it means the console is going to feel largely familiar as an experience. The hope, then, is that deeper into the generation, Nintendo and other developers find new and interesting things to do with the mouse. Competitive wheelchair basketball game Drag x Drive is Nintendo's first attempt at this, but the drab art style doesn't inspire much confidence. Previous breakthrough exclusives like Arms and Splatoon felt like a much bigger deal. – Samuel Roberts More than just a console As a handheld device, the Switch ended up being more than just a games console. Subscription-based services like Crunchyroll and InkyPen provide access to anime, comics, and manga, while the YouTube app lets players watch a (albeit limited) selection of movies and shows. With the improvements in screen resolution, the Switch 2 would benefit from integrating more streaming services like Netflix, Disney+, and Amazon Prime. Sure, you can use these apps on phones and laptops, but it would be convenient to have everything on one device – particularly a handheld console that's a popular traveling companion. And with social connectivity being a major selling point of the new console with GameChat, there's an opportunity to host streaming parties of shows and films on top of playing games. – Sophie McEvoy The GameCube library isn't left to fester on Nintendo Switch Online On day one, Nintendo Switch Online's Expansion Pack brings GameCube games to Switch 2 players: The Legend of Zelda: Wind Waker, F-Zero GX, and Soulcalibur 2. More will be coming, but if Nintendo's previous form with its classic console libraries are anything to go by, it will be a glacial wait. I hope I'm proven wrong. Possibly complicating matters is that some key GameCube titles have already been ported to Switch, like Paper Mario: The Thousand-Year Door, Pikmin 1 and 2, and Metroid Prime. The console's best game, Resident Evil 4, has been widely available for years on other platforms. The best case scenario here, then, is that Nintendo brings some more unusual or unexpected games to the service – the coming inclusion of Chibi-Robo, a cult GameCube game that's been hard to get hold for many years, is a strong indicator that the company is thinking outside the more obvious Mario and Zelda games. Rogue Squadron 2: Rogue Leader, Eternal Darkness: Sanity's Requiem, and Metal Gear Solid: The Twin Snakes would be on my personal wishlist. And maybe Starfox Adventures, too, just to hear everyone complain about it again. – Samuel Roberts A new take on Zelda in time for the movie This one is pretty much guaranteed. After reinventing the Zelda series with the open world games Breath of the Wild and Tears of the Kingdom, both of which celebrated player freedom and ingenuity, it will be fascinating to see what tack the team behind these games take next. "I think [TOTK] is – to use a bit of a term – an apotheosis, or the final form of that version of The Legend of Zelda," said producer Eiji Aonuma in a 2023 interview with Game Informer. "In that regard, I don't think that we'll be making a direct sequel to a world such as that that we've created." My prediction: in the same way Super Mario Wonder gave players a fresh spin on a classic Mario 2D platformer experience following 2023's (terrible, if you ask me) Super Mario Bros. movie, I could see a similar tack taken with 2027's live-action Zelda movie. A game that seems superficially familiar, but is bursting with new ideas, would bridge the gap between veteran Nintendo players and newbies. – Samuel Roberts

Standard modular construction was given a softened appearance with the addition of residential wood truss roofs and the introduction of shorter modules in select locations to create courtyards. Photo by doublespace photography PROJECT Durham Modular Transitional Housing, Beaverton, Ontario ARCHITECT Montgomery Sisam Architects Inc. In cities, homelessness can be painfully visible, in the form of encampments or people sleeping rough. But in rural areas, people experiencing homelessness are often hidden away. It’s this largely invisible but clearly present need that led to the construction of Beaverton Heights, a 47-unit transitional housing residence about 100 kilometres from Toronto that serves the northern part of the Regional Municipality of Durham. The region had run a pilot project for transitional housing in Durham during the Covid pandemic, out of a summer camp property—so when provincial and federal funding became available for modular, rapidly delivered transitional housing, they were quick to apply. Montgomery Sisam Architects is no stranger to modular supportive housing, or to the site, for that matter. 15 years ago, they designed Lakeview Manor, a 200-bed long-term care facility for the region, on an adjoining parcel of land. At the time that they took on Beaverton Heights, they had completed two modular supportive housing projects for the City of Toronto. (They have since completed four more.)  The initial Toronto projects were done on a massively compressed timeline—a mere eight months from design to the move-in date for the first, and nine months for the second. “So we knew that’s as tight as you can crunch it—and that’s with all the stars aligned,” says Montgomery Sisam principal Daniel Ling.  As transitional housing, the Beaverton facility is designed to help residents overcome their barriers to housing. To achieve this, the program not only includes residential units, but communal spaces, including a double-height dining room and lounge that occupy the western half of the project. This part of the complex can also be used independently, such as for community activities and health supports. To create the needed volume, Montgomery Sisam decided to prefabricate the community structure in steel: the entire west half of the project was constructed and assembled in a factory to ensure that it would fit together as intended, then disassembled and reassembled on site. The double-height community space includes a reading room, terrace, administrative areas, and communal dining room served by a full commercial kitchen. The building can also be used for community-wide functions, such as medical clinics. A cluster of columns marks the area where the dining area’s eight steel modular units join together. Photo by Tom Ridout For both the steel community structure and its wood residential counterpart, the prefabrication process was extensive, and included the in-factory installation of plumbing, electrical and mechanical systems, interior and exterior finishes, and even furnishings in each module. “Basically, just remove the plastic from the mattress and take the microwave from the box that’s already in the unit,” says Jacek Sochacki, manager of facilities design, construction, and asset management at the works department of the Regional Municipality of Durham. Within the building, the most extensive on-site work was in the hallways, where the modules met: building systems needed to connect up, and flooring and finishes needed to be completed over the joints after the modules were installed. One of the most surprising aspects of the project is how un-modular it looks. Montgomery Sisam’s previous experience with modular construction allowed them to find leeway in the process—small tweaks that would change the look of the project, without affecting the construction cost. The long site allowed the architects to use a single module as a glazed hallway, connecting the two buildings, and creating generous courtyards on its two sides. In two other areas, shorter modules are specified to transform the massing of the building. The resulting cut-outs serve as an entry forecourt and as a dining terrace. Instead of flat roofs, the team used residential trusses—“the same wood trusses you would see in subdivisions,” says Ling—to create sloped roof forms. From the outside, the windows of the residential units are slightly recessed behind a frame of wood cladding, adding further dimension to the façade.  Photo by doublespace photography Since it was a design-build process, all of these decisions were vetted through the builder for their cost effectiveness. “It wasn’t hard to convince them, we’re going to use some shorter modules—you are going to build less there,” recalls Ling. “These are things that actually don’t cost a lot of money.” The resulting massing is intentionally lower towards the front of the property, where the community space faces residential neighbours, and doubles to four storeys towards the back. As you approach the project, the courtyards and cut-outs give it the appearance of smaller discrete masses, rather than a single volume. Topping the project is the region’s largest solar panel array, which provides 35 to 40 percent of the all-electric building’s energy needs. Modular construction aided in airtightness and performance—in its first months of operation, it delivered an EUI of 102 kWh/m2/year.   Balancing between independence and community was an important principle for the program, and for the design. To this end, each studio is designed to function as a self-sufficient dwelling, with its own kitchen, full washroom, and heat pump with independent temperature control. Small spatial nudges—like daylight at both ends of corridors, seating nooks with built-in benches throughout the project, and generous common rooms—aim to coax residents outside of their units. The property is bracketed by the dining area at the front, and an outdoor basketball court at the rear. A long storage shed holds some of the facility’s mechanical equipment along with bikes—an easy way to get into town for residents who may not have cars.  Located between the residences and the community building, a semi-private courtyard offers a quiet place for clients to rest or socialize with others. Photo by doublespace photography The building looks so good that, had the finishes be chosen for luxury rather than durability, it could easily pass as a family resort. But is that too nice? Often, government-funded buildings—especially for a stigmatized program such as transitional housing—come under criticism if they appear to be too fancy.  I put this to Sochacki, who replies: “There’s this misnomer that if the building looks good or unique, it costs a lot of money. I think we proved that it doesn’t.” Apart from a wood surround for the fireplace, the components of the building are utilitarian and basic, he says. “It’s just like: how do you make the most out of common materials? It costs us exactly the same, but we’re doing things that are actually nice.” Screenshot That niceness is not just a perk, but essential to the core purpose of helping people experiencing homelessness to make their way back into society. “Making it nice is important,” says Sochacki. “Nice lighting, nice windows, nice places to sit, nice spaces that people enjoy being at—because that’s what’s going to make the difference.”  “If you build a place that people just want to spend all their time in their room and they don’t come out, that’s not going to help them with transitioning back to a sustainable, permanent housing lifestyle,” he adds. “You’ve got to create a place where they feel welcome and that they want to spend time in—they want to meet other people and they want to get the support, because there’s a place and space for it, and it’s successful for them to get the support.” A terrace adjoins the reading lounge and dining area, inviting outdoor barbecues and gatherings in warm weather. The cut-out was created by using a shorter module in this section of the building, minimizing the impact to construction costs and logistics. Photo by Tom Ridout CLIENT Regional Municipality of Durham | ARCHITECT TEAM Daniel Ling (FRAIC), Enda McDonagh, Kevin Hutchinson, Sonja Storey-Fleming, Mateusz Nowacki, Zheng Li, Grace Chang, Jake Pauls Wolf, Mustafa Munawar, Paul Kurti, William Tink, Victoria Ngai, Kavitha Jayakrishnan, Max Veneracion, Megan Lowes | STRUCTURAL/MECHANICAL/ELECTRICAL Design Works Engineering | LANDSCAPE Baker Turner | INTERIORS Montgomery Sisam Architects | CONTRACTOR NRB Modular Solutions | CIVIL Design Works Engineering | CODE Vortex Fire | FOOD SERVICES Kaizen Foodservice Planning & Design | ENERGY MODELlING Design Work Engineering | SPECIFICATIONS DGS Consulting Services | AREA 3,550 m2 | COMPLETION October 2024 ENERGY USE INTENSITY (operational) 101.98 kWh/m2/year   As appeared in the June 2025 issue of Canadian Architect magazine  The post Invisible Need, Visible Care: Beaverton Heights, Beaverton, Ontario appeared first on Canadian Architect.