Marcel van Oosterwijk

Blog

  • Practice Note: One Wrist, Two Timescales

    I should begin with a confession: I have been an Apple fan for a very long time. My attachment became particularly strong after Apple acquired NeXT and Steve Jobs returned to the company. I did not merely admire the products that followed. I believed in the why behind them: the conviction that technology should become understandable, personal and humane through the careful integration of hardware, software and design.

    Over the years, Macs, iPods and iPhones became natural parts of my life. Each product seemed to extend the same philosophy into another area. When Apple introduced the Apple Watch, putting one on my wrist therefore felt almost inevitable. It was not merely another device. It was the next extension of an ecosystem—and an idea—I had already followed for years.

    For more than a decade, the Apple Watch seemed to make a traditional watch difficult to justify. It could tell the time while also displaying messages, tracking exercise, monitoring health, navigating and connecting me to the rest of my digital life. A mechanical watch, by comparison, appeared almost absurdly limited.

    Then I bought a Victorinox I.N.O.X. Automatic. It is a substantial hunk of metal containing an elaborate mechanical movement whose main purpose is to tell the time less accurately than the computer on my wrist. It cannot display a notification, install an application or acquire a new capability through an update. In technological terms, it was already an anachronism when it left the factory. Yet it gradually became the watch I wore all the time.

    The two watches may occupy the same place on the body, but they perform fundamentally different roles.

    The Victorinox is partly an instrument for telling time, but it is also jewelry—not in the sense of superficial decoration, but as an object whose materials, architecture and manufacture are central to its reason for existing. Considerable effort has gone into the faceted steel case, the textured dial, the applied markers, the hands, the finishing and the mechanical machinery inside.

    That machinery is both advanced and archaic. It depends on sophisticated engineering and precise manufacturing to perform a function that electronics solved more accurately decades ago. Its limited functionality is not a flaw awaiting correction. It is part of the object’s identity.

    The Apple Watch is something else. It is a wearable computer and an extension of the smartphone. In many situations, it could even replace the phone, although I have never really used it that way. For me, it remains a convenient interface to the larger digital system around it: useful, responsive and deeply integrated, but not entirely independent.

    Its design is unmistakably Apple—pragmatic, coherent and carefully resolved. Yet I find it less captivating as a physical object. There is a seemingly endless choice of watch faces, but every one of them appears on the same flat screen. Colors, complications and graphic styles can change instantly, while the underlying object remains visually much the same.

    The Victorinox offers almost no such variety. It has one dial, one set of hands and one composition of physical elements. But those elements possess depth. Applied markers cast shadows. Polished and brushed surfaces respond differently to changing light. The hands move above a textured dial rather than being rendered onto it.

    Perhaps that is the distinction:

    The Apple Watch can display countless faces. The Victorinox has a face.

    One offers visual variation through software. The other offers a single physical composition that can continue revealing details through observation.

    The two watches also live on different timescales.

    An Apple Watch lives on the timescale of software. Its value can increase through new releases, new services and new capabilities. The hardware may remain unchanged while an update substantially changes what the watch can do. At the same time, continued progress eventually leaves older devices behind. A watch may still perform everything it did when it was purchased, yet gradually become outdated because the surrounding platform continues to evolve.

    My Apple Watch Series 8 illustrates that tension. It remains capable, but it will no longer receive (major) software updates. My Apple Watch Ultra 3 will eventually face the same reality, even if that moment is still, hopefully, years away.

    The Victorinox lives on another timescale. Its capabilities were effectively complete when it left the factory. It will not become more useful next year, but neither does it depend on a changing software platform to remain relevant. It may require maintenance, and its mechanical parts will eventually need attention, but its fundamental purpose will not become incompatible with a new operating system. Its limitations are stable.

    Paradoxically, those limitations help protect it from obsolescence. Because it promises so little, technological progress has fewer opportunities to leave it behind. It can instead acquire scratches, memories and associations while remaining recognizably the same object.

    At the moment, the Victorinox is winning. It offers physical depth, mechanical presence and the feeling of wearing an object that is already complete. It earns its place through what it is.

    But the outcome is not permanent. The Apple Watch competes through usefulness, and usefulness can change suddenly. A genuinely capable assistant on the wrist, more meaningful health functions or greater independence from the phone could make it compelling again.

    The next important Apple Watch generation may not even require new hardware. It could arrive as software, transforming the Ultra I already own into something substantially more useful. The same physical watch might suddenly earn its place on my wrist again because of what it has become capable of doing.

    That reveals two different value systems. The Victorinox does not need to improve to remain relevant. Its value lies in permanence, craftsmanship, presence and attachment. The Apple Watch must continue to evolve. Its value lies in what current technology allows it to do—and in what the same hardware may still become through software.

    One wrist becomes the meeting place of those two systems: timelessness and usefulness, permanence and progress, completion and continuous development.

    Neither side wins forever. For now, I prefer the object that no longer needs to become anything else. Tomorrow, a software update may tilt the balance.

    The I.N.O.X. wins through what it is. The Apple Watch may win through what it becomes.

  • Practice Note: The Paragraph Is the Unit of Thought

    Writing is often reviewed one sentence at a time. Is the grammar correct? Is the wording clear? Is the sentence too long? Could a stronger verb be used?

    These are useful questions, but they may focus attention on the wrong unit. A sentence can be perfectly written while the paragraph around it remains confused. Several individually strong sentences do not necessarily form a coherent argument.

    I increasingly suspect that the paragraph, rather than the sentence, is the fundamental unit of expository writing. A sentence carries a statement. A paragraph carries a thought.

    I first learned to recognize this structure through summarization. To summarize a text, I was taught to examine each paragraph and identify its main statement. That statement was often found at the beginning or the end. The remaining sentences provided explanation, examples, qualifications or supporting detail. Remove that elaboration, and the central message of the paragraph remains.

    Writing can be understood as the reverse operation. Begin with a governing statement. Then develop it through explanation, evidence, examples or consequences. Sometimes the paragraph opens with the key idea and explores it. Sometimes it begins with an observation or example and only reveals its conclusion at the end. In either case, the sentences belong together because they perform different roles within the same thought.

    This became especially visible while editing text produced through conversations with AI. AI can generate convincing sentences very quickly. It also tends to give important statements dramatic isolation, placing each one in a separate paragraph. Used occasionally, that can create emphasis. Used repeatedly, it produces a staccato rhythm in which every sentence appears to demand attention. The result may resemble a speech or a social-media post more than a reflective essay.

    I found myself gathering those isolated sentences into more substantial paragraphs. I identified the key statement and placed the relevant explanations and examples around it. Short sentences could still provide emphasis, but they now concluded or punctuated a developed thought rather than standing alone by default.

    At first, I considered this an editorial preference. It gradually became clear that I was doing something more important. Regrouping the sentences forced me to understand them.

    I could not merely read through a proposed draft and accept that it sounded plausible. I had to decide which idea governed each paragraph, which sentences supported it and where the thought reached its natural conclusion. If two sentences could not comfortably share a paragraph, I had to ask whether they really belonged to the same argument. Paragraphing became a reviewing technique.

    This suggests a simple way to test a piece of writing: summarize every paragraph in one sentence. If the governing thought is difficult to identify, the paragraph may contain several competing ideas—or none that has been developed clearly enough. If several consecutive paragraphs produce essentially the same summary, the text may be repeating itself.

    The reverse test is equally useful. Once the governing statement has been identified, ask whether the rest of the paragraph genuinely helps the reader understand it. Elaboration should develop the thought, not merely lengthen the text.

    This applies beyond AI-assisted writing. A report, essay or paper may contain accurate statements yet remain difficult to follow because the reader cannot see how they form coherent units of reasoning. Good paragraph structure gives the argument shape. Each paragraph makes one contribution and prepares the transition to the next.

    Perhaps this is why paragraphing should not be treated as formatting. It is part of thinking.

    A sentence carries a statement. A paragraph carries a thought.

    The sentence may be the smallest unit we write. But the paragraph may be the smallest unit through which we genuinely explain.

  • Practice Note: System Continuity

    Systems fail when continuity is broken. When we think about continuity, we usually think in technical terms: backups, version control, redundancy or disaster recovery. Those preserve systems.

    But there is another kind of continuity that is just as important:

    The continuity of understanding.

    A few years ago, after my father passed away, I inherited many of his belongings. Some objects immediately meant something to me. His field glasses, for example, reminded me of my childhood. They carried a story, and because of that story they retained their meaning.

    Many other objects did not. They may have been just as important to him, but I simply didn’t know why. Without their stories, they became little more than anonymous possessions. The objects survived. Their context did not.

    Software systems suffer from exactly the same problem. Production systems often survive for decades. The source code is still there. The database still exists. Diagrams, tickets and documentation may still be available. Yet the people who understood why the system was designed that way have long since moved on.

    A peculiar integration remains, but nobody remembers which dependency required it. A workaround survives, but the incident that justified it has been forgotten. A business rule is still enforced, but nobody knows why it was introduced. The system survives. Its context does not.

    The next generation inherits the equivalent of a room full of possessions: many artifacts, some clearly important, others seemingly meaningless, with very little explanation of the stories that connect them.

    Without those stories, maintenance becomes archaeology. Changes become risky because nobody can distinguish deliberate design from historical accident.

    That experience has changed the way I think about documentation. Documentation does not preserve knowledge. At best, it preserves information. Knowledge survives only when enough context is preserved for future people to reconstruct the original meaning.

    Knowledge is not preserved by storing documents. Knowledge is preserved by maintaining enough context that future people can reconstruct the original meaning.

    That context rarely consists of technical details alone. Sometimes it is the problem that triggered an idea. Sometimes it is the trade-off that was consciously accepted. Sometimes it is a story. Sometimes it is simply the answer to a single question:

    Why?

    Perhaps that is the real purpose of documentation. Not to describe every detail. But to preserve enough understanding that the next person can continue the story instead of starting over.

  • Practice Note: The Boundary Defines the Object

    We often think that an object’s identity is determined solely by the object itself. It isn’t. The boundary around an object profoundly influences how we perceive the object within it.

    A photograph does not change when you replace its frame. Yet a black frame can make the colors appear richer, while a wide white mat can make the same photograph feel more spacious or more like a piece of art. A television does not become larger when Philips Ambilight projects light onto the wall. Yet the image appears to extend beyond the physical screen because the boundary of the display has changed.

    The same principle appears in industrial design. While experimenting with different straps on a Victorinox I.N.O.X. wristwatch, I noticed something unexpected. The watch itself—the steel case, dial and movement—remained exactly the same. Only the strap changed.

    On the steel bracelet, the watch is perceived as one continuous piece of engineering—a substantial object made of steel. The steel bracelet and the case compete for attention, together forming a single architectural object. Replacing the bracelet with a black leather strap completely changes the visual hierarchy. The leather quietly recedes into the background, allowing the eye to focus almost entirely on the distinctive hexagonal steel case. The watch has not changed. Yet it feels like a different object. The boundary determines what our attention considers to be the object.

    Music demonstrates the same principle in time rather than space. A skilled musician knows that silence is not the absence of music—it is part of the composition. Bass players, for example, will sometimes stop playing briefly to create tension. The temporary void changes how the audience experiences what follows. When the bass returns, listeners instinctively experience a sense of release. The notes have not become better. The silence has changed how they are perceived. In music, silence is the boundary that defines the notes.

    Good design often understands this instinctively. It is not only the product that is designed; it is also the context in which the product is experienced. Architecture uses pedestals, lighting and empty space to make sculptures more powerful. Graphic design uses margins and whitespace to make information easier to understand.

    Perhaps this is a more general design principle:

    The boundary does not merely surround the object. It defines the object.

    When trying to improve something, we often redesign the object itself. Sometimes the better question is:

    Can I change the boundary instead?

    If this principle applies equally to photography, architecture, music, industrial design and product design…

    …what might it mean for software?

  • Blog Retrospective #2

    I completed the next twenty posts, bringing the total to forty. Since I agreed with myself to pause for a retrospective after every twenty posts, here is the second one. It feels as though I have completed an initial theoretical loop around product quality assessment.

    During this cycle, the investigation moved through several connected questions:

    • What distinguishes assessment from testing, QA and quality engineering?
    • What must exist before meaningful assessment is possible?
    • What belongs in a product reference model?
    • Who owns and maintains that model?
    • How should evidence support judgement?
    • How does assessment continue after deployment?

    The final field notes brought many of these questions together in Product Quality Assessment as a Continuous Discipline.

    What Surprised Me?

    The biggest surprise was the growing importance of the product reference model. It began as the reference against which a product could be assessed. It gradually became something closer to a shared description of what the product is intended to achieve, what good looks like, which constraints matter and what evidence is needed.

    A second surprise was the emergence of Product Ownership as the continuity mechanism connecting business intent, engineering interpretation, release judgement and operational learning.

    A third surprise was that the field notes began reinforcing one another. Ideas that appeared speculative in isolation became more credible when placed into a coherent chain.

    What Became Clearer?

    Several propositions now seem reasonably stable:

    • Quality is the integrity of the chain from business intent to realised outcome.
    • Testing can be understood as a form of assessment, but product quality assessment is broader than testing.
    • Meaningful assessment requires an explicit reference model.
    • The reference model must guide implementation as well as evaluation.
    • Assessability and evidence need to be designed in.
    • Product quality cannot be fully understood at release. Operational evidence must complete the judgement.

    These are still working propositions, but they increasingly appear to form a coherent whole.

    What Remains Unproven?

    The theory has not yet been validated as an operational model. Important questions remain:

    • Can a useful product reference model be maintained without becoming bureaucratic?
    • What is its minimum viable form?
    • Can product quality assessment become part of normal delivery rather than a separate governance process?
    • Does it lead to better findings, decisions and priorities in practice?

    The business-intent side also needs more development. Much of the thinking so far has focused on engineering, testing, evidence and reference models.

    What Comes Next?

    The next step is probably not another rapid expansion of the theory. I want to begin consolidating the existing thinking around one master theme:

    Quality from Business Intent to Outcome

    Supporting themes may include:

    1. Testing as Assessment
    2. The Product Reference Model
    3. Product Ownership and Quality Judgement
    4. Continuous Product Quality Assessment

    These should be treated as evolving synthesis pages rather than finished statements.

    For the field notes, I first want to propose a conceptual table of contents for the product reference model. After that, I expect to return to assessment itself: the assessment model, the relationship between evidence and judgement, and perhaps a few conceptual capability models.

    I also want to revisit a historical assessment and see whether the emerging approach produces better or simply different findings.

    Conclusion

    The first retrospective asked what was happening to the writing process. This retrospective asks what has happened to the subject itself.

    Product quality assessment began as an attempt to describe testing differently. It expanded into questions about reference models, Product Ownership, evidence, operational learning and governance.

    The result is not yet a proven method. But it is becoming a coherent discipline. The next step is to find out whether it can also become concrete, usable and valuable in practice.