The house of the future still putting Australia on the world stage
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The house of the future still putting Australia on the world stage

It’s an immediately recognisable national symbol but the Sydney Opera House was almost binned before it got off the ground

By Robyn Willis
Fri, May 26, 2023 10:29amGrey Clock 7 min

Y ou could argue we didn’t deserve the Sydney Opera House. In fact, some would say we still don’t.

Regularly referenced in Australian popular culture on everything from tea towels to Priscilla: Queen of the Desert, it’s easy to gloss over that the design for this iconic building on a narrow peninsula in Sydney Harbour came from a vision literally half a world away.

For architecture aficionados, it’s a work of unparalleled excellence. For Australians, it’s as synonymous with our identity as Uluru, kangaroos and Bondi Beach.  

This year marks the 50th anniversary since the World Heritage-listed building was opened in October 1973, amid budget blowouts, design changes and disputes among politicians, engineers and designers that eventually lead Danish architect, and visionary Jørn Utzon to resign, vowing never to return.

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Now considered Utzon’s greatest work, the site went through a 10 year building program at a cost of almost $300 million, including the renewal of the Concert Hall by ARM Architects, which reopened last year. It is designed to ensure it maintains its position as an architectural masterpiece, as well as being a fitting venue for world-class performing arts experiences.

But it almost wasn’t so.

Conceived on the other side of the world

When the NSW Government under Labor Premier Joseph Cahill announced a design competition in 1956 for a new opera house on Bennelong Point, there were more than 200 entries from local and international architects. Among them was a simple but radical design with curved ‘shells’ by an unknown Danish architect that had already been rejected by the judging panel as impossible to build.

Current heritage architect at the Sydney Opera House, Alan Croker, says it was the renown American-Finnish architect Eero Saarinen, who was on the judging panel, who suggested the design be reconsidered.

“Saarinen was late to the meeting and he pulled it out of the reject box,” says Croker. “He recognised that it was possible (to build) because of some of the work he was doing at JFK Airport in New York. But at that stage it was not physically possible to build a shell structure of that height.”

circa 1965: Danish architect Jorn Utzon in front of the Sydney Opera House during its construction. (Photo by Keystone/Getty Images)

While Utzon had grown up literally half a world away in Denmark, his home town in Aalborg is known for its waterfront which cuts through the Jutland region. The son of a seaman, Utzon understood the notion of peninsulas as pieces of land that could be viewed and accessed from all sides. In an age where commercial air travel was still a novelty, he also recognised that any building in a prominent position like this would be regularly viewed from above.

“He understood the site from similar places in Denmark and Europe and from his knowledge of navigation charts, so he understood plans from below and above the water,” says Croker. “He looked to Kronborg Castle (in Helsingør) which is on a headland and he saw it as being a similar idea to this building which would be seen from all sides while still having a relationship to the land.”

As it turns out, the unknown architect from Denmark understood the potential of the Sydney Harbour site better than most, says heritage manager at the Sydney Opera House, Laura Matarese.

“There were commonalities in how he could read the design brief and the site, which is what made it so special,” she says. “Because of the way he grew up and his understanding of water and how it moves, he knew that what the site needed was inspiration from nature.”

A spiritual experience

Prior to submitting his design to the NSW Government, Utzon had travelled extensively, including trekking through New Mexico and Central America where he had been inspired by the temples of the Mayan and Aztec cultures.

Director of Exhibitions at the Utzon Center in Denmark, Line Nørskov Eriksen, who wrote her PhD on Utzon’s work, says the influence of those structures is evident in the design of the Sydney Opera House.

“He travelled to Aztec and Mayan archaeological sites and the Yucatan peninsula where these civilisations had created platforms in the jungle,” she says. “Utzon described moving up these platforms step by step and how, when you stand upon the platform, your world is transformed. You have this sense of being closer to heaven. 

“It has this authentic quality of a temple. Even though the platform was built thousands of years ago, you have that same feeling.”

Coupled with the romance of the curved shells, the soaring ceilings and its connection to landscape, the opera house steps, where countless tourists have posed for photos and many more music lovers have enjoyed their favourite bands, were a deliberate decision to elevate the experience of seeing live performance from the everyday lives of visitors.

“The opera house is almost like a temple structure,” says Croker. “It has the ability to elevate the experience from a physical one to an emotional level, which was something that Utzon was trying to do — to create a disconnect with the ordinary world.”

The beauty of a
simple idea

There’s no question that building the opera house was extremely challenging. By the time it opened, the initial budget had blown out from $7 million to $102 million and timelines had stretched from a four-year completion target to the eventual 14 years it took to finish the building.

All this for a building Nørskov Eriksen describes as “a window into the beauty of a simple idea.”

John Weiley’s 1968 documentary Autopsy on a Dream, which examines the cultural, political and architectural forces at play during construction, suggests work began on the site before the question of building the revolutionary shells was resolved for political expediency. That is, that the project may have been cancelled with a change of government if work wasn’t already underway.

The knock-on effect, where, as narrator Bob Ellis puts it, ‘mistakes were made in concrete and steel rather than pencil and paper’ contributed to soaring costs. Public opinion varied from those who thought it was a waste of public money (it was being funded by a government lottery) and those who felt it was Sydney’s moment to launch itself on the world stage.

In this environment, Utzon and the engineering team were separately trying to solve the puzzle of creating structurally sound shells.

Costs for the opera house soared during construction. Image: Sydney Opera House

“They had to find a way to do a raised structure that would support the shell covering,” says Croker. “There was a long period of examining a lot of the geometrics to try to get a model that would work in an ordered manner. It was only when Utzon came up with the idea where he thought maybe they could be the same curvature. 

“He tested it with a beach ball in the bath and then he went to his father’s workshop and worked it out. There was a lot of testing and then there was a bit of a Eureka moment from Utzon that solved it and that made prefabrication much easier.”

While there were claims that Utzon was difficult and uncompromising, Nørskov Eriksen says he was integral in drawing others into his vision for the building.

“When Utzon spoke about the idea sitting behind this drawing, he got the whole office involved in solving the construction of the building because it was so objectively beautiful,” she says. 

Disputes over design changes and budgetary concerns eventually lead to Utzon leaving the project, and Australia, after nine years. 

Protests followed and local architect Peter Hall was charged with completing the opera house, with many in the architectural fraternity considering the design compromised. Croker says Peter Hall’s contribution was significant.

“With my involvement, I came to understand the role that Peter Hall had in it,” he says. “He tried his utmost to complete Utzon’s vision — and he did it so beautifully in so many ways.”

Birthday celebrations

With upgrades to the Concert Hall and Joan Sutherland Theatre to improve acoustics, lighting and rehearsal options now complete, the stage is set for the Sydney Opera House to continue its position as Australia’s premier performing arts space for the next half century.

For Croker, who watched the building being constructed as a young architecture student and someone with a lifelong love of the performing arts, it’s more than just a focal point in the harbour.

“I have a passion for performing arts, and these things have a capacity to elevate you and think about higher ideas and bring complex issues to the world. The building did that for me.”

“It’s a wonderful building and it is a huge gift that has been given to us by Utzon and Peter Hall and (engineer Ove) Arup and we should look after it and enjoy it.”

The commitment to upgrades and maintenance have set the building up well to perform its many and varied roles for the next 50 years, says Matarese.

“It’s an incredibly hardworking building,” she says. “It’s a world heritage site but it’s also a living, breathing, functional art centre. 

“It’s not just a monument or a museum — there’s a lot happening here 24/7.”

Heritage architect Alan Croker has been a fan of the opera house since he saw it being constructed as a student. Credit: Design 5 Architects/Sheridan Burke

And while Australians value the building highly, Nørskov Eriksen says its place in world architecture is also assured.

“It’s the greatest piece of architecture in the world, in my opinion,” she says.

The Utzon Center will be acknowledging the 50th anniversary next year with a permanent exhibition on the Sydney Opera House, which is still Utzon’s best known work internationally.

“We will have a dedicated gallery space for Utzon’s work on it with original models and an exhibition that explains the basic foundation of his approach to architecture,” she says. “The Sydney Opera House is the most important project. We find many of our visitors know the opera house but they don’t know the architecture behind it. It’s a gateway into the rest of Utzon’s work.”

Nørskov Eriksen says in some ways, it’s amazing it was ever built. 

“When I think about what happened in Sydney, the trust the committee put in Utzon, it is one thing to say yes, but the actual public who built it and how people let themselves be persuaded by a beautiful idea — I wish there was more of that.”



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The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.

The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.

“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.

For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.

Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.

SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.

The SpaceX Starship and Super Heavy v3 Booster lift off from the launch complex in Starbase, Texas, framed by silhouetted plants in the foreground.
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Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.

Blurred lines

The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.

In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.

The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.

Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.

Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.

It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.

The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.

Tesla Optimus humanoid robots and a Cybercab autonomous vehicle on display.
A Tesla Cybercab autonomous driverless vehicle and Optimus humanoid robots. Benjamin Girette/Bloomberg News

“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”

On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.

Musk at the wheel

For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.

Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.

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The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.

If SpaceX acquires Tesla, he will likely stay in control.

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