Bjarke Ingels (Part 2)

Tetragrammaton with Rick Rubin

Rick Rubin

Society & Culture, Arts, Philosophy

4.6 • 908 Ratings

🗓️ 22 November 2024

⏱️ 97 minutes

🔗️ Recording | iTunes | RSS

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Summary

Bjarke Ingels returns to continue his conversation in Part Two. Bjarke Ingels is one of the world’s leading architects as the founder and creative director of renowned architecture firm Bjarke Ingels Group (BIG). Recognized for his innovative approach to sustainable and futuristic design, Ingels has led transformative projects worldwide, including the Suzhou Museum of Contemporary Art in China and groundbreaking urban plans like The Dryline in New York. A partner in multiple ventures, he co-founded Nabr, a consumer-first housing company, and collaborated with Lonestar Data Holdings to create the Freedom Payload—a solar-powered, 3D-printed data center designed to store data on the Moon. Named one of Time magazine’s 100 Most Influential People in 2016, Ingels is renowned for pushing the boundaries of architecture to address global challenges, blending art, technology, and practicality to shape the future of urban living and sustainable development. ------ Thank you to the sponsors that fuel our podcast and our team: LMNT Electrolytes https://drinklmnt.com/tetra Use code 'TETRA' ------ Athletic Nicotine https://www.athleticnicotine.com/tetra Use code 'TETRA' ------ Squarespace https://squarespace.com/tetra Use code 'TETRA' ------ Vivo Barefoot http://vivobarefoot.com/tetra Use code 'TETRA25' ------ Sign up to receive Tetragrammaton Transmissions https://www.tetragrammaton.com/join-newsletter

Transcript

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0:00.0	Tetragrammaton
0:02.0	Tetragrammaton
0:05.0	We've actually, at this point, like built, believe a total of seven-eight structures for Google,
0:29.2	but started the conversation, I feel almost a decade ago at this point.
0:33.2	And Google had been having a few false starts,
0:42.2	but where they had treated their space,
0:46.2	the new buildings, more like real estate, than really thinking about it as an aspirational framework for their work.
0:53.1	And considering that Google had somehow, back in the days with the ping pong tables and
0:59.1	snack bars had become a little bit like the template for the Silicon Valley startup, suddenly
1:04.8	the real is like we should probably have great ambition.
1:08.4	And Larry Page at the time was back in the seat of CEO,
1:12.1	and he said he wanted to really take an interest in this.
1:16.6	So we started working and in a way, tried to map out the organizational diagram
1:23.6	of how Google is structured that the Googlers are grouped into teams, that are grouped into sort of little villages of 150 people.
1:31.3	And also Google was, of course, pioneering a search,
1:36.3	but they were also into quantum computing, and they were also into AI,
1:39.3	and they were also into various kinds of hardware and cloud. So they had a hard time predicting what was going to be their future and which aspects of their
1:51.0	future was going to grow and how much.
1:54.0	So we ended up coming up with this idea of like a two-layered structure.
2:00.0	On one hand, let's say a series of platforms, the upper level, a series of platforms, each platform,
2:07.4	150 people roughly, which is the Dunbar number.
2:12.5	Dunbar was a sociologist who somehow stated that the 150 group is a tribe and that's roughly the amount of
	...

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