One of the four pillars of good conversation is levity. You needn’t be a comedian, you can but have some funTetra Images, LLC/Alamy Conversation lies at the heart of our relationships – yet many of us find it surprisingly hard to talk to others. We may feel anxious at the thought of making small talk with strangers and struggle to connect with the people who are closest to us. If that sounds familiar, Alison Wood Brooks hopes to help. She is a professor at Harvard Business School, where she teaches an oversubscribed course called “TALK: How to talk gooder in business and life”, and the author of a new book, Talk: The science of conversation and the art of being ourselves. Both offer four key principles for more meaningful exchanges. Conversations are inherently unpredictable, says Wood Brooks, but they follow certain rules – and knowing their architecture makes us more comfortable with what is outside of our control. New Scientist asked her about the best ways to apply this research to our own chats. David Robson: Talking about talking feels quite meta. Do you ever find yourself critiquing your own performance? Alison Wood Brooks: There are so many levels of “meta-ness”. I have often felt like I’m floating over the room, watching conversations unfold, even as I’m involved in them myself. I teach a course at Harvard, andall get to experience this feeling as well. There can be an uncomfortable period of hypervigilance, but I hope that dissipates over time as they develop better habits. There is a famous quote from Charlie Parker, who was a jazz saxophonist. He said something like, “Practise, practise, practise, and then when you get on stage, let it all go and just wail.” I think that’s my approach to conversation. Even when you’re hyper-aware of conversation dynamics, you have to remember the true delight of being with another human mind, and never lose the magic of being together. Think ahead, but once you’re talking, let it all go and just wail. Reading your book, I learned that a good way to enliven a conversation is to ask someone why they are passionate about what they do. So, where does your passion for conversation come from? I have two answers to this question. One is professional. Early in my professorship at Harvard, I had been studying emotions by exploring how people talk about their feelings and the balance between what we feel inside and how we express that to others. And I realised I just had this deep, profound interest in figuring out how people talk to each other about everything, not just their feelings. We now have scientific tools that allow us to capture conversations and analyse them at large scale. Natural language processing, machine learning, the advent of AI – all this allows us to take huge swathes of transcript data and process it much more efficiently. Receive a weekly dose of discovery in your inbox. Sign up to newsletter The personal answer is that I’m an identical twin, and I spent my whole life, from the moment I opened my newborn eyes, existing next to a person who’s an exact copy of myself. It was like observing myself at very close range, interacting with the world, interacting with other people. I could see when she said and did things well, and I could try to do that myself. And I saw when her jokes failed, or she stumbled over her words – I tried to avoid those mistakes. It was a very fortunate form of feedback that not a lot of people get. And then, as a twin, you’ve got this person sharing a bedroom, sharing all your clothes, going to all the same parties and playing on the same sports teams, so we were just constantly in conversation with each other. You reached this level of shared reality that is so incredible, and I’ve spent the rest of my life trying to help other people get there in their relationships, too. “TALK” cleverly captures your framework for better conversations: topics, asking, levity and kindness. Let’s start at the beginning. How should we decide what to talk about? My first piece of advice is to prepare. Some people do this naturally. They already think about the things that they should talk about with somebody before they see them. They should lean into this habit. Some of my students, however, think it’s crazy. They think preparation will make the conversation seem rigid and forced and overly scripted. But just because you’ve thought ahead about what you might talk about doesn’t mean you have to talk about those things once the conversation is underway. It does mean, however, that you always have an idea waiting for you when you’re not sure what to talk about next. Having just one topic in your back pocket can help you in those anxiety-ridden moments. It makes things more fluent, which is important for establishing a connection. Choosing a topic is not only important at the start of a conversation. We’re constantly making decisions about whether we should stay on one subject, drift to something else or totally shift gears and go somewhere wildly different. Sometimes the topic of conversation is obvious. Even then, knowing when to switch to a new one can be trickyMartin Parr/Magnum Photos What’s your advice when making these decisions? There are three very clear signs that suggest that it’s time to switch topics. The first is longer mutual pauses. The second is more uncomfortable laughter, which we use to fill the space that we would usually fill excitedly with good content. And the third sign is redundancy. Once you start repeating things that have already been said on the topic, it’s a sign that you should move to something else. After an average conversation, most people feel like they’ve covered the right number of topics. But if you ask people after conversations that didn’t go well, they’ll more often say that they didn’t talk about enough things, rather than that they talked about too many things. This suggests that a common mistake is lingering too long on a topic after you’ve squeezed all the juice out of it. The second element of TALK is asking questions. I think a lot of us have heard the advice to ask more questions, yet many people don’t apply it. Why do you think that is? Many years of research have shown that the human mind is remarkably egocentric. Often, we are so focused on our own perspective that we forget to even ask someone else to share what’s in their mind. Another reason is fear. You’re interested in the other person, and you know you should ask them questions, but you’re afraid of being too intrusive, or that you will reveal your own incompetence, because you feel you should know the answer already. What kinds of questions should we be asking – and avoiding? In the book, I talk about the power of follow-up questions that build on anything that your partner has just said. It shows that you heard them, that you care and that you want to know more. Even one follow-up question can springboard us away from shallow talk into something deeper and more meaningful. There are, however, some bad patterns of question asking, such as “boomerasking”. Michael Yeomansand I have a recent paper about this, and oh my gosh, it’s been such fun to study. It’s a play on the word boomerang: it comes back to the person who threw it. If I ask you what you had for breakfast, and you tell me you had Special K and banana, and then I say, “Well, let me tell you about my breakfast, because, boy, was it delicious” – that’s boomerasking. Sometimes it’s a thinly veiled way of bragging or complaining, but sometimes I think people are genuinely interested to hear from their partner, but then the partner’s answer reminds them so much of their own life that they can’t help but start sharing their perspective. In our research, we have found that this makes your partner feel like you weren’t interested in their perspective, so it seems very insincere. Sharing your own perspective is important. It’s okay at some point to bring the conversation back to yourself. But don’t do it so soon that it makes your partner feel like you didn’t hear their answer or care about it. Research by Alison Wood Brooks includes a recent study on “boomerasking”, a pitfall you should avoid to make conversations flowJanelle Bruno What are the benefits of levity? When we think of conversations that haven’t gone well, we often think of moments of hostility, anger or disagreement, but a quiet killer of conversation is boredom. Levity is the antidote. These small moments of sparkle or fizz can pull us back in and make us feel engaged with each other again. Our research has shown that we give status and respect to people who make us feel good, so much so that in a group of people, a person who can land even one appropriate joke is more likely to be voted as the leader. And the joke doesn’t even need to be very funny! It’s the fact that they were confident enough to try it and competent enough to read the room. Do you have any practical steps that people can apply to generate levity, even if they’re not a natural comedian? Levity is not just about being funny. In fact, aiming to be a comedian is not the right goal. When we watch stand-up on Netflix, comedians have rehearsed those jokes and honed them and practised them for a long time, and they’re delivering them in a monologue to an audience. It’s a completely different task from a live conversation. In real dialogue, what everybody is looking for is to feel engaged, and that doesn’t require particularly funny jokes or elaborate stories. When you see opportunities to make it fun or lighten the mood, that’s what you need to grab. It can come through a change to a new, fresh topic, or calling back to things that you talked about earlier in the conversation or earlier in your relationship. These callbacks – which sometimes do refer to something funny – are such a nice way of showing that you’ve listened and remembered. A levity move could also involve giving sincere compliments to other people. When you think nice things, when you admire someone, make sure you say it out loud. This brings us to the last element of TALK: kindness. Why do we so often fail to be as kind as we would like? Wobbles in kindness often come back to our egocentrism. Research shows that we underestimate how much other people’s perspectives differ from our own, and we forget that we have the tools to ask other people directly in conversation for their perspective. Being a kinder conversationalist is about trying to focus on your partner’s perspective and then figuring what they need and helping them to get it. Finally, what is your number one tip for readers to have a better conversation the next time they speak to someone? Every conversation is surprisingly tricky and complex. When things don’t go perfectly, give yourself and others more grace. There will be trips and stumbles and then a little grace can go very, very far. Topics: #four #sciencebased #rules #that #will

12 June, 2025 In our turning points series, design studios share some of the key moments that shaped their business. This week, we meet Accept & Proceed. Accept & Proceed is a London based brand and design studio that works with clients like NASA, Nike and LEGO. Founder David Johnston talks us through some of the decisions that defined his business. In 2006, Johnston took the leap to start his own business, armed with a good name and a willingness to bend the truth about his team… I’d gone through my career learning from big organisations, and one small organisation, and I felt like I wasn’t happy where I was. It was my dad who encouraged me to take a leap of faith and try and go it alone. With nothing more than a month’s wages in the bank and a lot of energy, I decided to go and set up an agency. That really just means giving yourself a name and starting to promote yourself in the world. Accept & Proceed founder David Johnston I think the name itself is a very important thing. I wanted something that was memorable but also layered in meaning. A name that starts with an “a” is very beneficial when you’re being listed in the index of books and things like that. But it became a bit of a compass for the way that we wanted to create work, around accepting the status quo for what it is, but with a continual commitment to proceed nonetheless. Because I didn’t have anyone to work with, in those early months I just made up email addresses of people that didn’t exist. That allowed me to cost projects up for multiple people. That’s obviously a degree of hustle I wouldn’t encourage in everyone, but it meant I was able to charge multiple day rates for projects where I was playing the role of four or five people. Self-initiated projects have long been part of the studio’s DNA and played a key role in building key client relationships. A&P by… was a brief to explore these letterforms without any commercial intent apart from the joy of creative expression. I started reaching out to illustrators and artists and photographers and designers that I really rated, and the things that started coming back were incredible. I was overwhelmed by the amount of energy and passion that people like Mr Bingo and Jason Evans were bringing to this. I think in so many ways, the answer to everything is community. I’ve gone on to work with a lot of the people that created these, and they also became friends. It was an early example of dissolving these illusionary boundaries around what an agency might be, but also expanding and amplifying your potential. The first of Accept & Proceed’s Light Calendars Then in 2006, I was trying to establish our portfolio and I wanted something to send out into the world that would also be an example of how Accept & Proceed thinks about design. I landed on these data visualisations that show the amount of light and darkness that would happen in London in the year ahead. I worked with a freelance designer called Stephen Heath on the first one – he is now our creative director. This kickstarted a 10-year exploration, and they became a rite of passage for new designers that came into the studio, to take that very similar data and express it in completely new ways. It culminated in an exhibition in London in 2016, showing ten years’ of prints. They were a labour of love, but they also meant that every single year we had a number of prints that we could send out to new potential contacts. Still when I go to the global headquarters of Nike in Beaverton in Portland, I’m amazed at how many of these sit in leaders’ offices there. When we first got a finance director, they couldn’t believe how much we’d invested as a business in things like this – we even had our own gallery for a while. It doesn’t make sense from a purely numbers mindset, but if you put things out there for authentic reasons, there are ripple effects over time. In 2017, the studio became a B-corp, the fourth creative agency in the UK to get this accreditation. Around 2016, I couldn’t help but look around – as we probably all have at varying points over the last 10 years – and wondered, what the fuck is going on? All these systems are not fit for purpose for the future – financial systems, food systems, relationship systems, energy systems. They’re not working. And I was like shit, are we part of the problem? Accept & Proceed’s work for the NASA Jet Propulsion Laboratory I’ve always thought of brand as a piece of technology that can fundamentally change our actions and the world around us. That comes with a huge responsibility. We probably paid four months’ wages of two people full-time just to get accredited, so it’s quite a high bar. But I like that the programme shackles you to this idea of improvement. You can’t rest on your laurels if you want to be re-accredited. It’s like the way design works as an iterative process – you have to keep getting better. In 2019, Johnston and his team started thinking seriously about the studio’s own brand, and created a punchy, nuanced new positioning. We got to a point where we’d proven we could help brands achieve their commercial aims. But we wanted to hold a position ourselves, not just be a conduit between a brand and its audience. It still amazes me that so few agencies actually stand for anything. We realised that all the things – vision, mission, principles – that we’ve been creating for brands for years, we hadn’t done for ourselves. It’s a bit like when you see a hairdresser with a really dodgy haircut. But it’s hard to cut your own hair. So we went through that process, which was really difficult, and we landed on “Design for the future” as our promise to the world. And if you’re going to have that as a promise, you better be able to describe the world you’re creating through your work, which we call “the together world.” Accept & Proceed’s work for Second Sea We stand at this most incredible moment in history where the latest technology and science is catching up with ancient wisdom, to know that we must become more entangled, more together, more whole. And we’ve assessed five global shifts that are happening in order to be able to take us towards a more together world through our work – interbeing, reciprocity, healing, resilience and liberation. The year before last, we lost three global rebrand projects based on our positioning. Every one of them said to me, “You’re right but we’re not ready.” But this year, I think the product market fit of what we’ve been saying for the last five years is really starting to mesh. We’re working with Arc’teryx on their 2030 landscape, evolving Nike’s move to zero, and working with LEGO on what their next 100 years might look like, which is mind-boggling work. I don’t think we could have won any of those opportunities had we not been talking for quite a long time about design for the future. In 2023, Johnston started a sunrise gathering on Hackney Marshes, which became a very significant part of his life. I had the flu and I had a vision in my dreamy fluey state of a particular spot on Hackney Marshes where people were gathering and watching the sunrise. I happened to tell my friend, the poet Thomas Sharp this, and he said, “That’s a premonition. You have to make it happen.” The first year there were five of us – this year there were 300 people for the spring equinox in March. I don’t fully know what these gatherings will lead to. Will Accept & Proceed start to introduce the seasons to the way we operate as a business? It’s a thought I’ve had percolating, but I don’t know. Will it be something else? One of the 2024 sunrise gatherings organised by Accept & Proceed founder David Johnston I do know that there’s major learnings around authentic community building for brands. We should do away with these buckets we put people into, of age group and location. They aren’t very true. It’s fascinating to see the breadth of people who come to these gatherings. Me and Laura were thinking at some point of moving out of London, but I think these sunrise gatherings are now my reason to stay. It’s the thing I didn’t know I needed until I had it. They have made London complete for me. There’s something so ancient about watching our star rise, and the reminder that we are actually just animals crawling upon the surface of a planet of mud. That’s what’s real. But it can be hard to remember that when you’re sitting at your computer in the studio. These gatherings help me better understand creativity’s true potential, for brands, for the world, and for us. Design disciplines in this article Brands in this article What to read next Features Turning Points: Cultural branding agency EDIT Brand Identity 20 Nov, 2024 #turning #points #accept #ampamp #proceed

In 2024, Egypt completed its 1,155km stretch of the Cairo–Cape Town Highway, a 10,228km‑long road connecting 10 African countries – Egypt, Sudan, South Sudan, Ethiopia, Kenya, Tanzania, Zambia, Zimbabwe, Botswana and South Africa.   The imaginary of ‘Cape to Cairo’ is not new. In 1874, editor of the Daily Telegraph Edwin Arnold proposed a plan to connect the African continent by rail, a project that came to be known as the Cape to Cairo Railway project. Cecil Rhodes expressed his support for the project, seeing it as a means to connect the various ‘possessions’ of the British Empire across Africa, facilitating the movement of troops and natural resources. This railway project was never completed, and in 1970 was overlaid by a very different attempt at connecting the Cape to Cairo, as part of the Trans‑African Highway network. This 56,683km‑long system of highways – some dating from the colonial era, some built as part of the 1970s project, and some only recently built – aimed to create lines of connection across the African continent, from north to south as well as east to west.  Here, postcolonial state power invested in ‘moving the continent’s people and economies from past to future’, as architectural historians Kenny Cupers and Prita Meier write in their 2020 essay ‘Infrastructure between Statehood and Selfhood: The Trans‑African Highway’. The highways were to be built with the support of Kenya’s president Jomo Kenyatta, Ghana’s president Kwame Nkrumah and Ghana’s director of social welfare Robert Gardiner, as well as the United Nations Economic Commission for Africa. This project was part of a particular historical moment during which anticolonial ideas animated most of the African continent; alongside trade, this iteration of Cape to Cairo centred social and cultural connection between African peoples. But though largely socialist in ambition, the project nevertheless engaged modernist developmentalist logics that cemented capitalism.  Lead image: Over a century in the making, the final stretches of the Cairo–Cape Town Highway are being finished. Egypt completed the section within its borders last year and a section over the dry Merille River in Kenya was constructed in 2019. Credit: Allan Muturi / SOPA / ZUMA / Alamy. Above: The route from Cairo to Cape Town, outlined in red, belongs to the Trans‑African Highway network, which comprises nine routes, here in black The project failed to fully materialise at the time, but efforts to complete the Trans‑African Highway network have been revived in the last 20 years; large parts are now complete though some links remain unbuilt and many roads are unpaved or hazardous. The most recent attempts to realise this project coincide with a new continental free trade agreement, the agreement on African Continental Free Trade Area, established in 2019, to increase trade within the continent. The contemporary manifestation of the Cairo–Cape Town Highway – also known as Trans‑African Highway4 – is marked by deepening neoliberal politics. Represented as an opportunity to boost trade and exports, connecting Egypt to African markets that the Egyptian government view as ‘untapped’, the project invokes notions of trade steeped in extraction, reflecting the neoliberal logic underpinning contemporary Egyptian governance; today, the country’s political project, led by Abdel Fattah El Sisi, is oriented towards Egyptian dominance and extraction in relation to the rest of the continent.  Through an allusion to markets ripe for extraction, this language brings to the fore historical forms of domination that have shaped the connections between Egypt and the rest of the continent; previous iterations of connection across the continent often reproduced forms of domination stretching from the north of the African continent to the south, including the Trans‑Saharan slave trade routes across Africa that ended in various North African and Middle Eastern territories. These networks, beginning in the 8th century and lasting until the 20th, produced racialised hierarchies across the continent, shaping North Africa into a comparably privileged space proximate to ‘Arabness’. This was a racialised division based on a civilisational narrative that saw Arabs as superior, but more importantly a political economic division resulting from the slave trade routes that produced huge profits for North Africa and the Middle East. In the contemporary moment, these racialised hierarchies are bound up in political economic dependency on the Arab Gulf states, who are themselves dependent on resource extraction, land grabbing and privatisation across the entire African continent.  ‘The Cairo–Cape Town Highway connects Egypt to African markets viewed as “untapped”, invoking notions steeped in extraction’ However, this imaginary conjured by the Cairo–Cape Town Highway is countered by a network of streets scattered across Africa that traces the web of Egyptian Pan‑African solidarity across the continent. In Lusaka in Zambia, you might find yourself on Nasser Road, as you might in Mwanza in Tanzania or Luanda in Angola. In Mombasa in Kenya, you might be driving down Abdel Nasser Road; in Kampala in Uganda, you might find yourself at Nasser Road University; and in Tunis in Tunisia, you might end up on Gamal Abdel Nasser Street. These street names are a reference to Gamal Abdel Nasser, Egypt’s first postcolonial leader and president between 1956 and 1970.  Read against the contemporary Cairo–Cape Town Highway, these place names signal a different form of connection that brings to life Egyptian Pan‑Africanism, when solidarity was the hegemonic force connecting the continent, coming up against the notion of a natural or timeless ‘great divide’ within Africa. From the memoirs of Egyptian officials who were posted around Africa as conduits of solidarity, to the broadcasts of Radio Cairo that were heard across the continent, to the various conferences attended by anticolonial movements and postcolonial states, Egypt’s orientation towards Pan‑Africanism, beginning in the early 20th century and lasting until the 1970s, was both material and ideological. Figures and movements forged webs of solidarity with their African comrades, imagining an Africa that was united through shared commitments to ending colonialism and capitalist extraction.  The route between Cape Town in South Africa and Cairo in Egypt has long occupied the colonial imaginary. In 1930, Margaret Belcher and Ellen Budgell made the journey, sponsored by car brand Morris and oil company Shell Credit: Fox Photos / Getty The pair made use of the road built by British colonisers in the 19th century, and which forms the basis for the current Cairo–Cape Town Highway. The road was preceded by the 1874 Cape to Cairo Railway project, which connected the colonies of the British Empire Credit: Library of Congress, Geography and Map Division This network of eponymous streets represents attempts to inscribe anticolonial power into the materiality of the city. Street‑naming practices are one way in which the past comes into the present, ‘weaving history into the geographic fabric of everyday life’, as geographer Derek Alderman wrote in his 2002 essay ‘Street Names as Memorial Arenas’. In this vein, the renaming of streets during decolonisation marked a practice of contesting the production of colonial space. In the newly postcolonial city, renaming was a way of ‘claiming the city back’, Alderman continues. While these changes may appear discursive, it is their embedding in material spaces, through signs and maps, that make the names come to life; place names become a part of the everyday through sharing addresses or giving directions. This quality makes them powerful; consciously or unconsciously, they form part of how the spaces of the city are navigated.  These are traces that were once part of a dominant historical narrative; yet when they are encountered in the present, during a different historical moment, they no longer act as expressions of power but instead conjure up a moment that has long passed. A street in Lusaka named after an Egyptian general made more sense 60 years ago than it does today, yet contextualising it recovers a marginalised history of Egyptian Pan‑Africanism.  Markers such as street names or monuments are simultaneously markers of anticolonial struggle as well as expressions of state power – part of an attempt, by political projects such as Nasser’s, to exert their own dominance over cities, towns and villages. That such traces are expressions of both anticolonial hopes and postcolonial state power produces a sense of tension within them. For instance, Nasser’s postcolonial project in Egypt was a contradictory one; it gave life to anticolonial hopes – for instance by breaking away from European capitalism and embracing anticolonial geopolitics – while crushing many parts of the left through repression, censorship and imprisonment. Traces of Nasser found today inscribe both anticolonial promises – those that came to life and those that did not – while reproducing postcolonial power that in most instances ended in dictatorship.  Recent efforts to complete the route build on those of the post‑independence era – work on a section north of Nairobi started in 1968 Credit: Associated Press / Alamy The Trans‑African Highway network was conceived in 1970 in the spirit of Pan‑Africanism At that time, the routes did not extend into South Africa, which was in the grip of apartheid. The Trans‑African Highway initiative was motivated by a desire to improve trade and centre cultural links across the continent – an ambition that was even celebrated on postage stamps There have been long‑standing debates about the erasure of the radical anticolonial spirit from the more conservative postcolonial states that emerged; the promises and hopes of anticolonialism, not least among them socialism and a world free of white supremacy, remain largely unrealised. Instead, by the 1970s neoliberalism emerged as a new hegemonic project. The contemporary instantiation of Cape to Cairo highlights just how pervasive neoliberal logics continue to be, despite multiple global financial crises and the 2011 Egyptian revolution demanding ‘bread, freedom, social justice’.  But the network of streets named after anticolonial figures and events across the world is testament to the immense power and promise of anticolonial revolution. Most of the 20th century was characterised by anticolonial struggle, decolonisation and postcolonial nation‑building, as nations across the global south gained independence from European empire and founded their own political projects. Anticolonial traces, present in street and place names, point to the possibility of solidarity as a means of reorienting colonial geographies. They are a reminder that there have been other imaginings of Cape to Cairo, and that things can be – and have been – otherwise. 2025-06-13 Kristina Rapacki Share #cape #cairo #making #unmaking #colonial

6 June, 2025 In our weekly interview series, design leaders answer five questions about design, and five questions about leadership. Michelle Noel is the founder and strategy director at London branding and design agency Studio Noel, whose clients include Centrepoint, the Natural History Museum, and Imperial College London. Design What would your monograph be called? I actually asked my team about this one, and this is what they came up with – That Pencil Better Be Sharp. This may be down to me only ever writing in pencil and them taking the piss! What recent design work made you a bit jealous? It’s not recent, but I still love Pentagram’s Battersea Cats and Dogs home rebrand. I love the energy in the identity and the illustrative approach which feels really expressive and representative of all the different breeds. What’s an unusual place you get inspiration from? It’s always been about going outside and getting away from the screen. Walking helps me get inspired as it gives my mind the ability to be still, and I find then that ideas naturally come. Name something that is brilliantly designed, but overlooked. The pencil sharpener. There are some beautifully designed old ones that are really interesting in how they work. What object in your studio best sums up your taste? We commissioned Rachel Joy to create a piece of art for our studio. I love the bold typography and colour palettes that she uses in all of her signwriting artwork. Studio Noel’s Rachel Joy artwork Leadership What feedback felt brutal at the time but turned out to be useful? When we first started out as an agency, our website and logo were intentionally minimal. But during a pitch, a client casually remarked, “We didn’t really have a brand identity.” It was a passing comment, but it stuck with me. I realised that while we were focused on our clients, our own identity wasn’t shining through, especially in our proposals. That moment prompted a shift. We went back to refine and strengthen how we presented ourselves, making sure our brand was clear, consistent and confidently expressed in everything we created from that point on. What’s an underappreciated skill that design leaders need? Leadership is about stepping back and giving others the space to grow. Creating room for more junior team members to try and even fail. This accelerates their development and builds confidence. We’ve also learned that great ideas can come from anyone in the business, regardless of their role or level. Embracing that mindset has been key to our agency’s growth. What keeps you up at night? Often it’s an idea or opportunity sparked by something I’ve read. It could be a new way to approach a strategy, a shift in how we work, or even a big-picture concept that could shape our growth. What trait is non-negotiable in new hires? We’re looking for curious, collaborative individuals eager to learn and grow with us. There’s no room for big egos. As we grow the business, we want people who are just as invested in shaping its future. Complete this sentence, “I wish more clients…” ….prioritised accessibility in their branding. We do a lot of work in this area, including training teams on both the client and agency side, and we’ve seen first-hand how powerful it can be. Often, the barrier is simply a lack of knowledge, both in what makes a brand accessible and in the broader benefits, like significantly increasing audience reach. With nearly one in five people in the UK living with a disability, that’s a huge portion of their audience that could be unintentionally excluded. Brands in this article What to read next design/leader: OCCA founder Kate Mooney Interior Design 8 May, 2025 #designleader #studio #noel #founder #michelle

I don’t know why, but it continues to astonish me just how foolish politicians can be – and how easily persuaded they are by really bad advice from smart but tin-eared advisers. In less than a year, Keir Starmer and Rachel Reeves have squandered the gift of the huge majority won at last year’s General Election on one key issue after another: their response to the genocide in Gaza; wantonly cruel cuts in disability benefits; failing to find creative ways of taxing wealth; dealing with the water companies – and, now, on the new Planning and Infrastructure Bill. On 23 May 23, the Wildlife Trusts and the RSPBlaunched a devastating attack on Labour’s whole approach to streamlining the planning system through the Planning and Infrastructure Bill.Advertisement Part 3 of the bill will make it possible for developers to ignore existing environmental protections by paying money into a so-called ‘Nature Recovery Fund’, which will be used to pay for environmental projects elsewhere. Starmer and Reeves have gone out of their way, time after time, to claim that it’s these environmental safeguards that are responsible for delays and blockages in the planning process, even though they know this is completely untrue. According to the Wildlife Trusts, roughly 3 per cent of proposals for new housing are delayed for environmental reasons. As The Guardian reported: ‘the data from analysis of 17,433 planning appeals in England in 2024 found that newts were relevant in just 140planning appeals, and bats were relevant in 432.’ ‘They pursue this path even though are no polls to show that this is what matters to Labour voters tempted by Reform’ So what makes Starmer and Reeves both stupid and totally dishonest? By all accounts the rationale of their tin-eared advisers is to demonstrate to ‘Reform-friendly’ Labour voters that the environment is as unsafe in their hands as it would be in Nigel Farage’s. That economic growth is all that matters. That caring for the natural world is a middle-class self-indulgence. And that pouring as much concrete as possible is self-evidently the best way of achieving that growth. And they go on pursuing this ideological path even though there are no supporting polls to show that this is what really matters to Labour voters tempted by Reform’s populist bullshit.Advertisement So they lie. They dig in. They break promises left, right and centre, ready to die, apparently, in this self-constructed ditch of developer-led deceit. That’s why every single amendment put forward through the committee examining the bill was summarily dismissed by the loyal but lumpen Labour MPs on the committee. These included an amendment tabled by veteran Labour MP Barry Gardiner requiring all house builders to provide a specially designed brickto help cavity-nesting such as swifts, house martins, sparrows and starlings – a measure that Labour in opposition enthusiastically supported! And there’s huge public support for this one small, cost-effective biodiversity regulation. To get a measure of this government’s subservient obedience to the demands of the volume housebuilders, just listen to the words of housing minister Matthew Pennycook: ‘We are not convinced that legislating to mandate the use of specific wildlife features is the right approach, whether that is done through building regulations or a freestanding legal requirement'. It’s all so demeaning. So unnecessary. And now that the mainstream environment movement, urged on primarily by the Wildlife Trusts, has realised just how high the stakes are with this Planning and Infrastructure Bill, it’s reasonable to assume that there will be a much more serious debate in the House of Lords, bringing down on ministers’ helmeted heads the righteous outrage of the entire movement. As we’ve learnt, in less than one deeply depressing year, this is a government that needs to be kicked harder and harder until they get desperate enough to make the pain go away. P.S. If you want to read a brilliant summary of ‘reasons to be outraged’, check out George Monbiot’s take on this. Jonathon Porritt is a campaigner and author and co-founder of Forum for the Future This article first appeared on his blog 2025-06-06 Jonathon Porritt comment and share #starmer #reeves #big #planning #idea

Type foundry F37 has launched a new typeface inspired by one of Manchester’s last wooden street signs. And they worked with designer Craig Oldham and copywriter Ellen Ling to bring it to life on a series of billboards celebrating the city’s particular brand of pride. F37 Mancunio is based on the typeface on the sign underneath the railway in St Michael’s Place. F37 founder Rick Banks was drawn to the uneven stroke endings on the ‘C’ and the ‘S’ and designer Rodrigo Fuenzalida worked it into a full typeface with nine weights and “a width axis for flexibility.” Mancunio is named after the Roman fort that once stood in present-day Castlefield. “Rick found the reference ages ago and always wanted to turn it into a font,” says F37’s Keelin Wright. “We wanted to take something from the city, and create a font that represents the history of Manchester, but still feels quite modern as well.” The sign in St Michael’s Place that inspired F37’s Mancunio typeface Wright explains that although there are a lot grotesque sans serif fonts in the F37 library, the “quirky” letter endings and old-style numerals create “ a more human type of grotesque.” When it came to launching the typeface, Wright says they wanted to celebrate its connection to Manchester – where F37 is based – in the right way. “We thought because we’ve taken something physical from the city in terms of the sign, we want to give something physical back,” she explains. “We felt that the billboards would give something typographic to the city, especially around springtime, when Manchester is coming out of the gloom.” F37’s Mancunio typeface Banks and Oldham had worked together on several previous projects and bought in Ling to develop the copy-led campaign. She admits it was a daunting brief in some ways, given some high-profile misfires with localised campaigns in Manchester in recent years. In 2022, locals ridiculed a Magnum advert which misrepresented one of the city’s more insalubrious squares, while a recent Adidas billboard for Manchester United proclaiming that “Manneh is Red” was equally derided. Writing on LinkedIn, designer and United fan Andrew Whitehead said he had never once heard the club referred to as Manneh. “It’s not a nickname. It’s not Manchester United. It’s just… off,” he wrote. “This is what fake authenticity looks like.” “There is all this localised stuff that just bombs,” Ling says. “The pressure is on not to do something that feels tired and out of touch.” F37’s Mancunio typeface The team all felt it was important to steer away from many of the well-worn Manchester motifs, which many people feel have been co-opted by commercial interests looking to exploit the city’s creative soul. “When we were putting the brief together, we found pages and pages of reference for things that we didn’t want,” Wright says. “It was much harder to find things that showed what we actually wanted.” “A lot of this stuff feels like it was made by outsiders,” Oldham says. “History didn’t start here in the 1980s – there’s a wealth of culture and community spirit.” It was exciting, he says, to avoid cliches around Tony Wilson, the Hacienda stripes, and the city’s bee symbol and try and capture “the stoicism, the acerbic wit and the self-deprecating pride.” Some of the posters do take familiar topics – like the city’s famously bad weather or Ian Brown’s quote that Manchester has “Everything but a beach” – but Ling says they worked hard to find “a sting in the tail” and “reclaim” these tropes. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Other references are extremely local and deliberately perplexing to outsiders, such as the celebration of Boombox Barry, an iconic local personality. “He’s part of our everyday experience of being in Manchester,” Ling says. “It was nice to give him his flowers in terms of the joy that he brings, and the enigma that he is.” One poster even references the Magnum-advert debacle, celebrating “alfresco tinnies on a piss-soaked Piccadilly G.” For the design, they tried several approaches, including using acid colours, but Oldham says he and Banks realised at one point they were “trying too hard.” The stark white text on black background was the perfect way to showcase the typeface, Oldham says, and stands out in the cityscape. “This dense spot of black cuts through this ocean of visual clutter,” he explains. “It confronts people, and forces them to read the words.” Ling adds that the design works perfectly to communicate the deadpan tone of her copy lines. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Manchester’s creative scene has been struggling with the changes wrought by the city’s rapid growth and development in recent years. Designers have even taken to remixing the city’s famous visual language to protest against “incessant gentrification.” Oldham recognises the tension, although he thinks it’s happening in many cities. “I think as cities grow and change rapidly, you get to a crossroads,” he says. “What are we going to change into? What are we going to take with us? And what have we got to leave behind? “I think that’s a universal worry, but Manchester’s very much at that point in its life cycle right now.” Ling agrees. “It’s not that the city’s independent spirit is being crushed, it’s more like it’s being Last Of Us fungi-d,” she says, in reference to the hit HBO show. “It does feel that everything that you know in your bones makes Manchester great is being commoditised.” F37’s Mancunio typeface Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. #new #f37 #typeface #launches #with

When YARA + DAVINA became mothers within a month of each other, they didn't step back from their practice – they stepped forward together. The socially engaged artist duo began collaborating as a job share, determined to remain visible in an industry that too often sidelines mothers. Their work – which spans everything from poetry to bronze public sculptures – is rooted in play, accessibility and political intent, often exploring themes of care, identity, and who art is really for. In this candid Q&A, they reflect on making timewith imperfection, the pressures of doing it all, and why motherhood has only deepened their creative drive. How has motherhood influenced your creative process or career choices? Brian Sewel, the art critic, said in 2008 that "Female artists fade away in their late 20s or 30s. Maybe it's something to do with bearing children". Yes, motherhood has had a profound influence on our career choices. We became a duo after becoming mothers, and we had a deep wellspring of desire to nurture our babies and also nurture our art practice, not letting it fade away. Being a mum gave us a wider range of being and a deeper depth of what it means to be human. It filled us with more ideas, not less… we had more determination and more creative ideas than ever. In 2016, our hack on motherhood was to start collaborating as a duo as a 'job share'. We had been friends and admirers of each other's work for 11 years prior, and both of us became parents within a month of each other. We realised we both wanted to be present mothers but also visible artists. We literally started working together so we could work part-time but have a full-time practice between us. We are driven to make powerful, playful and fun contemporary art, alongside being mothers, to challenge ideas like Tracy Emin, who said, "There are good artists that have children. They are called men." We are good artists, and we are not only women; we are mothers! Photo credit: Alice Horsley What's been the biggest challenge in balancing creativity and caregiving? Time and some guilt! Quite literally, there is little time to parent and make art. But we were both determined to be part-time mums, part-time artists and full-time friends. This duo works because we both understand the limitations of our free time: we are always there to step up when the other needs a break, has sick children, or craves space for ourselves. It was almost like an intuitive dance, where we had become in tune with each other's outside demands and rhythm. As artists, we often have to travel extensively for work, which can put considerable pressure on our partners and be unsettling for our children. So guilt slips in every now and then. Luckily, we both support each other in those times and remind each other that to parent and care for others effectively, it is essential that we make time for our art practice and thus ourselves. With time, we hope our children will respect and understand the role art played in our lives and why we had to find a balance that worked for us as creative beings. We work together every weekday, and we always find ourselves talking and supporting each other with our parenting alongside making work. We both deeply feel that we were put on this planet to create great art, to push the boundaries of what art is and can be, and with whom it can be made and for whom it can be made. And we can do this while raising children. Photo credit: Alice Horsley Have you felt pressure to 'do it all,' and how do you navigate that? Yes, we feel it all the time, from ourselves as much as from society! One of our mottos that we tell ourselves is 'Good Enough'. We have talked about getting these as matching tattoos. Essentially, it is impossible to do everything really well. We need to prioritise what things need to be brilliant and what things can just be good enough. These priorities shift daily, creating an interplay between our personal and professional lives. Being a duo allows us to pick up each other's slack when needed. Photo credit: Nick Turpin What changes would you like to see in the creative industry to better support mothers? In 2016, we participated in a British Council residency at Portland State University titled 'Motherhood: A Social Practice'. We explored motherhood in the creative world, and our passion was to create more family-focused residencies and secure funding to support childcare. We wanted programmers to consider simple things, such as family-accessible residences, and work around term times. Things have dramatically changed since then, but we need to see more changes. People like Lizzie Humber and her daylight collective are doing amazing things, thinking about programming parent-accessible daytime culture. When we live in a time where Evening Standard art critic Brian Sewell says things like, "Only men are capable of aesthetic greatness.", women, in general, have a tough time, never mind mums! We are passionate not only about supporting artist mothers but also about working with and for mothers. Our public artwork, WOMAN - WHOLE, was created alongside, with, and for mothers on the Regents Park Estate, commissioned by ODAC, Camden. We subverted the idea of manholes, creating a series of bronze-cast covers embedded in the pavements of Camden. These permanent public artworks playfully remind us that, as women, we are whole. Photo credit: Hugo Glendinning #yara #davina #hacking #motherhood #jobsharing

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 The Children. At the time, and I don’t think they’d mind me saying this, 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 the Children brand. Johnson Banks’ poster for 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 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 PolygramSince 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 #longevity #lessons #johnson #banks #est

Image: Nintendo LifeWho had the return of Survival Kids on their bingo cards for 2025? Let alone as a launch title for a brand new Nintendo console? Amidst a storm of third-party ports and first-party giants, Survival Kids quietly sneaked into the Nintendo Switch 2 Direct back in April 2025. And when we saw the Konami logo, something clicked — oh, it's that Survival Kids. The original Game Boy Color game launched way back in 1999 and was just added to the Game Boy app on Nintendo Switch Online. A GBC sequel, the Lost In Blue trilogy on DS, and a Wii game followed, but the series of survival RPGs has been dormant ever since. Until now.Subscribe to Nintendo Life on YouTube815kWatch on YouTube In a partnership with Unity Games — in what is the developer's first-ever game — Konami is flipping the script with this new entry. And, ahead of its Switch 2 release on 5th June, we had a chance to send Richard Jones, Creative Director at Konami Digital Entertainment, some questions about the surprise return of this cult classic series. Available today Nintendo Life: Konami has an extremely deep and rich back catalogue full of games and series that have lain dormant for years. Why did the team choose to bring back Survival Kids? Richard Jones, Creative Director at Konami Digital Entertainment: The reason we wanted to bring Survival Kids back was because the idea of being shipwrecked on an island is such a universally known story throughout the world and throughout generations. It harks back to stories like the Lost Boys from Peter Pan, Swallows and Amazons, or Treasure Island. There's something incredibly evocative about kids having adventures on remote islands. Thematically, the idea of kids on an island having fun and adventures is exactly what video games are about. The opportunity to update this game and play with some of the new Nintendo Switch 2 features was just very exciting. So, it just seemed like a really interesting theme to explore – where we could have fun and turn it into a game for all of the family. A sensation that goes back to everyone’s childhood, like running around the playground pretending to be pirates or whatever. How things change in over 25 years... — Images: Konami That idea of combining childhood adventure with modern co-operative gameplay felt like the perfect way to make something both nostalgic and new. We saw an opportunity to build a game that was more accessible, multiplayer-focused, and designed for families and friends to enjoy together. I think that’s why we liked the theme and thought there was a really good opportunity to update and reinvent it in a new, interesting way for modern audiences. You're working with Unity in what is the company's first fully developed video game. How did that partnership come about? I met with Unity a few years ago at Gamescom. It came to light that they were putting together a team for in-house development. I happened to be looking for external studios to work on a Konami IP, and it seemed like we were on the same sort of trajectory – same ideas around scope, budget, and timescale. So, we carried on talking and started exploring which IPs we’d be interested in working on. We quickly realised we were creatively aligned, and that led naturally into working together. Once we met the team at Unity, we realised what an experienced group of people they’d put together. Everyone throws around words like 'industry veteran,' but these were actual veterans – proper experts in their field with years and years of experience shipping all kinds of games. We knew immediately we were in safe hands – the developers and artists really knew their stuff, and we knew we could work really well with them. Are any of the original developers involved, or has Konami reached out to them about the new project? We love the original Survival Kids games – I remember working on Survival Kidswhen I first joined Konami. It’s a fantastic game, but we wanted to completely redesign it from the ground up. We had a different vision for what this game should be based on its premise. We wanted it to be more fun, more accessible – something people could play together. From the start, it was always about surviving together. this is very much a respectful reimagining based on the original’s premise - not a direct continuation. It was always going to be a group of kids on an island, working together to solve puzzles in fun ways. Rather than being a really hardcore, punishing RPG like the original, this is a lighter, more inclusive experience. So yeah, this is very much a respectful reimagining based on the original’s premise - not a direct continuation. The original Game Boy game is a single-player survival venture with resource management. How do these aspects translate into multiplayer? We wanted to use the idea of cooking and gathering food as something you could do communally. That was one of the really early ideas – we wanted people to come together around the cooking pot. We explored different iterations — should it be a campfire, should it be something else — and landed on a cooking pot. Everyone can throw bits of food in, and you get this communal pot of soup. Everyone gets something out of it. Rather than linking hunger or exhaustion to failure, we tied stats to improving your character. So, for example, if there's a really tall climbing net, you can’t just climb it straight away – you need to cook and eat food to build up stamina. That way, it encourages cooperation without punishing players. You're cooking to get stronger, not to avoid death. Image: Konami So it keeps that survival theme - but reframes it around teamwork and progression, not punishment. It’s a more approachable, co-op-friendly way to explore the same ideas. It’s all part of the shift from surviving alone to surviving together. What can returning fans expect in terms of new gameplay elements? The game is completely new, so it's a fresh experience. The original had a fairly hardcore, punishing survival design, but this version is less about failure states and more about creating time and space for people to have fun together – whether that’s in split-screen mode, using GameShare in the same room, or online with GameChat. this version is less about failure states and more about creating time and space for people to have fun together The whole point was friends and families gathering, solving puzzles, overcoming obstacles, and having fun. There are still challenges linked to the environment and items - and you can try speedrunning if you want, but at its heart it’s about playing together and enjoying the experience as a group. We want players to come away with a smile on their face at the end of a session. Was it always your goal to be a Switch 2 launch title? Will players be able to use GameShare between Switch 1 and 2? When we started the pitch and early design work, we didn’t even know about Switch 2. But during pre-production, speculation about the new console started to emerge, and it aligned closely with our schedule. We made some educated guesses – assuming the console would have a similar audience, and continue to target ways to play socially. We took a few leaps of faith early on, designing with those assumptions in mind - and they turned out to be close enough. Once we started designing around that, it all made sense – and we reached out to Nintendo to get dev kits and approval. Once they saw what we were doing, I think they realised it was a natural fit. So yes, it now supports new social features like GameChat but also GameShare with compatibility between Switch 1 and Switch 2.Subscribe to Nintendo Life on YouTube815k Are you taking advantage of Switch 2 features like mouse mode or 120fps? We looked into mouse mode, but it didn’t really add anything meaningful to our gameplay. Instead, we focused on features like GameShare and GameChat, which made much more sense for the co-op experience. We also had to be mindful of performance – we’re supporting split screen and GameShare simultaneously, which puts constraints on frame rate. Those trade-offs were intentional - made to ensure a smooth, stable multiplayer experience across all supported modes. With games like Overcooked and Moving Out gaining popularity, how will Survival Kids stand out in a crowded multiplayer launch lineup? Games like Overcooked were definitely in our minds when we started this – the idea of co-op chaos is something we really liked. We approach it slightly differently – using real-time physics, for example. Things like logs rolling away from you or two players struggling to carry a heavy object. It’s deceptively simple, but ends up being chaotic, funny, and memorable - the kind of co-op experience where things go wrong in the best way. What sets Survival Kids apart is its tone - it’s light-hearted, session-based, and designed for friends and family to pick up and play. And it’s one of the few titles launching with full GameShare and GameChat support right out of the box. Image: Konami This interview has been edited lightly for clarity. Thank you to Richard Jones at Konami for taking the time to speak to us! Survival Kids washes onto the Switch 2's shores on the console's launch day, Thursday 5th June. Let us know if you're looking forward to this. Every game coming to Switch 2 on launch day Related Games See Also Share:0 0 Alana has been with Nintendo Life since 2022, and while RPGs are her first love, Nintendo is a close second. She enjoys nothing more than overthinking battle strategies, characters, and stories. She also wishes she was a Sega air pirate. Hold on there, you need to login to post a comment... 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How Many 0s? 007 First Light officially revealed as the title for Hitman dev's James Bond game, and we'll see it in action later this week This week is IO Interactive's big 007 coming out party, as the studio's next James Bond game has been officially unveiled - or at least its title has been. Image credit: IO Interactive News by Sherif Saed Contributing Editor Published on June 3, 2025 IO Interactive has officially dropped the first real news on its in-development James Bond game since it was initially announced back in 2020. The game is called 007 First Light, and IO revealed it with nothing but a single piece of art on Twitter. The good news is that we won’t have to wait too long to actually see more, because IO is planning some big events this week. To see this content please enable targeting cookies. Alongside this teaser, the developer also announced its first-ever showcase. Dubbed IOI Showcase, the event is being held in person in Los Angeles this Friday, June 6. It’s also going ot be livestreamed, of course, kicking off at 6pm PT, 9pm ET, 2am UK. As you may have already realised, that’s a few hours after Summer Game Fest’s kick-off show, which will be going live 2pm PT on the same day. It’s very likely that Geoff Keighley’s show will bring a first-look teaser that directs viewers towards the showcase taking place a couple of hours afterwards. The IOI Showcase will deliver our first look at gameplay, but it’s also going to offer some updates on IOI Partners games such as the upcoming MindsEye, as well as some Hitman news for good measure. 007 First Light does not have a release target, and though it was initially announced as a multi-platform title, the only officially confirmed one of those is the upcoming Switch 2. The game will very likely also be released day-and-date on PC, PlayStation, and Xbox. Friday’s event will no doubt clear all that up for us, and maybe even provide a proper release date for one of the most mysterious games currently in development. 007 First Light is an origin story with an original character that’s not based on any existing Bond portrayal in the films. It stars a young James Bond with his own stories in a separate canon. #first #light #officially #revealed #title