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A
contemporary
challenge for
developers
and local
authorities
is to create a
‘sense of place’
in otherwise
generic
residential
ghettos or
clone high
streets
T
he OED describes culture as,
‘the ideas, customs, and social
behaviour of a particular people or
society.’ This feels suitably broad
and inoffensive. However, in an
increasingly homogenous world,
how do we identify distinct societies,
and how can we manifest ideas and
customs into physical places?
A contemporary challenge for
developers and local authorities is to
create a ‘sense of place’ in otherwise
generic residential ghettos or clone
high streets. Sense of place, leads
to human attraction. Attraction
leads to footfall, and footfall leads
to value. Cultural associations have
proven themselves to be effective in
establishing this sense of place.
Good examples of this are found
in locations strongly associated with
a distinct ethnic community; for
instance Chinatown, or Brick Lane.
In these cases the locations, largely
through retail or leisure activities, are
imbued with an identifiably different
culture from other locations.
A second set of examples can be
found in locations where there are
physical artefacts drawing strong
allusions to historic activities; for
instance: Battersea Power Station,
or areas of the Docklands. Although
the associated cultures may have died
many years previously, there is enough
evidence of their having happened
to create a degree of cognitive
recognition, which canny developers
have celebrated in their schemes.
But what happens when one
doesn’t have the luxury of either of
these? Most regeneration projects
are not so fortunate, and in these
cases one has to search harder for a
formula. Buying in culture is certainly
an option. Many large scale projects
also contain a planning requirement
to provide a cultural element, but
this is often not well defined, and
not considered well enough from
the perspective of value creation.
Regardless of this, developers are
increasingly aware of the value that
is to be gained through sacrificing
immediate receipts in favour of
longer term cultural plays.
This is a model that has been
running for decades in the world of
shopping centres, where department
store operators are offered deep
discounts to take space, so as to
create the environment to attract
rent paying shops. However, this
model has translated more recently
to London’s wider urban grain, with
Central St Martins’ impact on Kings
Cross being the frequently cited case.
Conventional business strategy
teaches us to create clear brand
propositions, with which customers
can easily idenitfy. It also teaches us to
minimise the prospect for incompatible
trade-offs, and inconsistencies in our
companies’ value chains – if you try
to be all things to all men you will fail.
There is no reason that a different
discipline should be applied to
regeneration schemes.
This starts through identifying
a specific underserved or growing
segment of the market, and creating
a proposition (not just a product) that
resonates well with that segment and
is suitably differentiated. This should
include a consistent set of ideas
and customs (a culture) that forms
the DNA of this proposition, and
touches every element of the scheme,
from building design, to tenant mix,
to events, to public realm, and to
services. Disney are masters at such
orchestration, capable of creating
instantly relatable environments that
transcend bricks and mortar and
move into storytelling. It is perhaps
therefore no coincidence that
shopping centre design is increasingly
compared to theme parks, and
perhaps not too long before urban
quarters of London are subject to
similar treatment.
That being the case it would be
wrong to dismiss the cultural element
of placemaking as fluffy. There are
significant commercial rewards for
those who take a more strategic
approach to the essence of place.
THE HOT ISSUE
With evidence of its ancient origins
scattered throughout the Square
Mile – the oldest coffee house
opened in the City 365 years ago,
while many of the pubs date back
from the 17th century – the area is
recognised as a world-leading centre
of heritage, imbued with character
and authenticity. Historically maligned
as a nine-to-five destination, the City
is reinventing itself to attract a wider
range of visitors and business sectors.
The City of London Corporation has
created an alliance with the Barbican
Centre, the Guildhall School of Music
& Drama, the Museum of London and
the London Symphony Orchestra
to deliver a long-term strategy for
improving the cultural hub of the
City. Focused on the northern section
of the Square Mile, this new cultural
hub aims to become the creative
heart of the City, with a series of
developments such as a new home
for the Museum of London and a
new Centre for Music. Alongside
this, the streetscapes are changing,
with independent coffee shops and
retailers creating a more vibrant
local environment, while the recently
opened Ned Hotel is introducing
the City to a completely different
demographic.
City Core
London’s
Culture
Hubs
By Elaine Rossall,
Head of Central London
Research
04
COVER STORY
CUSHMAN & WAKEFIELD