Culture Made Manifest
Welcome to Eat Takeaway! In this series we hear from business, brand and marketing leaders on their ambitions and challenges this year and beyond. We explore their day-to-day and what lessons they have in the fast-changing and sometimes overwhelming worlds of brand experience and delivering for customers and employees. Check-out our take-aways at the end!
In this volume, Eat Creative’s Japan Content Director Tazlu Endo chats with Yoshihiko Sano, President of Yasui Architects & Engineers. Renowned for designing some of Japan’s most iconic buildings like the Suntory Hall in Tokyo and the Kyoto Racecourse, Yasui celebrates its 100th anniversary in 2024. We hear about designing spaces that stand the test of time and how attitudes are evolving in the industry both in Japan and globally.
Please note this interview has been edited for clarity and brevity.
Tazlu Endo: Thank you so much for making the time to speak with me today. First off, tell me about Yasui Architects. What makes the firm unique?
Yoshihiko Sano: We’re what’s called in Japan an ‘organisation-based’ architecture firm. What sets us apart is that we go beyond the remit of typical architecture firms and offer a complete range of services including design, engineering and consulting. Many of our clients are private companies with whom we build lasting relationships. We see ourselves not just as architects and engineers, but also mediators and facilitators who bring people together through our work.
TE: What’s the most important aspect when preparing for a new project?
YS: There are of course projects that kick-off at short notice, but many of them take three or four years from the initial contact to reach agreement and get a signed contract. So during the pre-project phase, our focus is really on understanding the client's needs and intentions through open communication. We like to have these open discussions before starting any project to find out what needs are the top priority. To support this process, we want to stay objective and not get too wrapped up in the project or the client too early on. Striking a balance is key; you need to bring a passion and enthusiasm for design and the task ahead, while also maintaining a more collected and logical perspective in the process.
TE: What do you need to create outstanding structures that can stand the test of time?
YS: It come down to two things - a commitment to maintaining and preserving the buildings and the necessary support systems to do so. Take Suntory Hall for instance. Its enduring success is rooted in the client's genuine dedication to nurturing artistic endeavors for the long term. Circumstances change over time so the structure must undergo various updates and modifications. Rather than aiming for short-term impact with an eccentric design that speaks to that specific time, a commitment to take care of and nurture the building along with the client is what’s essential. We always try to approach unexpected changes in a project with a positive outlook and are very pro-active in developing countermeasures during the design process that will reduce the chance or negative impact from anything unforeseen that happens.
You need to bring a passion and enthusiasm for design and the task ahead, while also maintaining a more collected and logical perspective in the process.
TE: When you’re designing a building, how far in the future are you thinking?
YS: A building of course can last a long time with the proper maintenance, but client needs, building needs and circumstances can change. The sentiment around architecture has shifted. City halls in Japan the past were designed to give off an authoritarian feel, but nowadays the focus is on creating vibrant and inclusive community centers. While we generally plan for the next 30 years or so, beyond that various factors tend to be in flux. You can tell that a building is loved when every corner of it is cared for and maintained. Through proper maintenance, both the client and the architect identify areas for improvement and say, "Let's restore this part and keep using it.”
TE: What are the similarities or differences in practices you’ve seen in architecture between Japan and other countries?
YS: In contrast to the Modernist era of the 1930s – 1980s when architects like Kenzo Tange were prominent, today there's a global acceptance of a more delicate sensibility represented by architects such as Kengo Kuma. I find that the meticulous Japanese-style project management is useful for ensuring that all stakeholders involved in a project are satisfied. However, given the fact that every client is unique, we don’t necessarily change our presentation style drastically for a client from one country to another.
You can tell that a building is loved when every corner of it is cared for and maintained.
TE: Which of your projects have brought you the greatest sense of accomplishment?
YS: Osaka International Airport (Itami Airport), Naha Airport, Tokyo National Museum and Suntory Hall are all spaces where the vision and partnership extends beyond generations. Witnessing the continuity of our work is profoundly moving, both as an architect and president of the firm. On a personal level, there were architectural projects I contributed to maybe 30 years ago that marked pivotal moments in my own growth and career. But from a management perspective, it's the projects that are carried on, much like a baton being passed in a relay race, that hold immense significance for us.
TE: What changes are ahead for the next generation of architects?
YS: The emerging generation of architects place significant value on actively engaging citizens through workshops and other collaborative means to generate new ideas. They demonstrate a willingness to collaborate not only within their organisations but also with a diverse range of partners. In the past, there was a prevailing belief in the industry that too much collaboration hindered the cultivation of unique, individual ideas. Now leveraging human connection and social networks has become widely accepted. As new technologies like AI become more integrated into our design process, open collaboration will likely continue to take precedence over individualistic efforts and pursuits of the past. Architects and project managers will increasingly be expected to not only be adept creators but also skilled coordinators and mediators.
It's the projects that are carried on, much like a baton being passed in a relay race, that hold immense significance for us.
TE: Lastly, what’s your secret to cultivating creativity amidst a busy life?
YS: As long as you are alive, you must eat and sleep. I try to infuse my life with some simple yet essential human activities like listening to good music, diving into captivating books and going for long runs. The routine of jotting down sudden observations from my daily life has also borne fruit as a book. I keep busy, but it doesn't feel like I'm overworking or being overly ambitious. Creativity finds its way into my routine – reading a book during my commute or revisiting a restaurant I enjoyed are simple yet effective ways to infuse my life with creativity.
The emerging generation of architects place significant value on actively engaging citizens through workshops and other collaborative means to generate new ideas.
The Eat Take-Away
Take the long-term view: There are rich lessons to be found for brand and marketing leaders in how architects think about their work. Just as a building is designed with the next 30 years in mind, brand and marketing leaders must think long-term about where they want their brand to be. Too many CMOs have fallen due to short-term or reactive thinking that has damaged brand and organizational reputation. From defining your brand purpose and clarifying your ambitions, you can set a North Star for your organisation which guides decision making and delivers clarity, distinction and relevance to audiences far in the future.
Objectivity is key: In the world of architectural design, careful and meticulous examination of every facet is needed from the very beginning of a project. A critical component of this is how to develop and maintain an effective dialogue with the client. This can come down to identifying the client needs with an objective perspective that won’t easily by swayed by the client’s opinion, sentiments, biases or feelings. This very much applies in a client – agency relationship. For agencies to effectively deliver for their clients, they need to focus on the goals of the organisation and deliver strategy, creative or activation that helps achieve those goals. They cannot overly pander to the client’s subjective wants and needs.
Collaboration means communication: Technology is continuously evolving how and where brands reach and connect with their target audiences. And we see the same in the world of architecture. Greater engagement with the public and a more diverse set of audiences is now expected instead of the solitary pursuit and delivery that was undertaken by architecture firms in the past. Integrating diverse viewpoints and technologies like AI is the new standard. Consequently, architects and engineers are increasingly finding themselves tasked with coordinator roles, developing new skills for effective communication and stakeholder management. Across every industry, the need to acquire new skills and communication tools is ever more essential.