Harnessing the Value of Design
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The document discusses the value of design in enhancing organizational effectiveness and meeting customer needs through strategic design methodologies. It emphasizes the importance of a well-crafted design brief and collaboration between business and creative partners to achieve successful design outcomes. Additionally, it highlights how design-led companies, like Nike, have significantly outperformed market indices, showcasing the potential impact of prioritizing design in business strategies.
Harnessing the Value of Design
- 1. Project Design Operational Strategy Harnessing the Value of Design Hilary Howes Creative Director, Mid-Atlantic Region Thursday, August 20, 2009 1
- 2. What is the value of Design? Design deliverables create experiences that are meaningful, enjoyable, and usable - Help sell products and services Design methodology a problem-solving framework that leverages empathy, observation, and rapid iteration - help companies stay relevant and in tune with customer needs Design principles They simplify the world around us and make it understandable. - aid decision-making and organizational efficiency. Production vs. Strategic Design Thursday, August 20, 2009 2
- 3. A ROUGH DESIGN MATURITY CONTINUUM DESIGN AS Design redefines the challenges facing the organization. FRAMING Framing sets the agenda, outlines the boundaries and axes of interest, and moves design from executing strategy to shaping strategy. Disruptive innovation lives here. Design finds new opportunities by solving existing problems. PROBLEM ? Design process generates alternatives within a problem space. Design also narrows down SOLVING those options to a specific solution. Design makes things work better. FUNCTION This is the classic practice of design - but it's still commonly limited to incremental + improvements through iteration over existing AND FORM solutions. Design is the gateway to be hip and cool. STYLE , Design is stylish, but too often is percieved and practiced as a cosmetic afterthought. Design value isn't recognized. NO CONSCIOUS DESIGN ? This attitude fosters design by default - however things come out is fine, because there are more important issues to deal with. Thursday, August 20, 2009 3
- 4. Design-lead business stocks outperform key market index by 200% over a decade. Design Council UK 2007 Business Week 50 Most Innovative Companies for 2009 Thursday, August 20, 2009 4
- 5. NIKE “Nike is driving global growth through a sharper consumer focus across six core categories.” "Design innovation in our products and brand experiences is core to Nike and essential in realizing our full growth potential," Mark Parker, Nike CEO Thursday, August 20, 2009 5
- 6. Create a physical manifestation of a business strategy Thursday, August 20, 2009 6
- 7. Selling Design Differentiate clearly between production work and strategic design work Develop and use the strategic design brief. Stay clear of the subjective in favor of the objective Don’t talk too much about aesthetics Help the organization meet its objectives - thru Design Thursday, August 20, 2009 7
- 8. What is the Design Brief? A Project Plan A Creative Contract A Road Map An Inspiration Document An outline for approval of the design A strategic Design Plan Thursday, August 20, 2009 8
- 9. The Perfect Design brief is: Co-owned by the business & creative partners One represents the business need for a design aka (client) One represents the design functions aka (Creative) May also include an Account Rep or Sales Manager Thursday, August 20, 2009 9
- 10. The Design Brief This document provides a brief description of the project. It outlines the objectives, audience, and assumptions Details the creative concept the team intends to use. Should accompany the design through the process. Developed by client or creative or both together. Thursday, August 20, 2009 10
- 11. Steps Co-owners describe objectives Solicit input from all stakeholders Meet with key stakeholders Thursday, August 20, 2009 11
- 12. Co-owners draft the brief Concept- description Target Audience Review Assumptions and background research Thursday, August 20, 2009 12
- 13. Final Approval Use the brief as an outline Co-owners should make presentation together Avoid subjective discussions you are an esthetic professional Thursday, August 20, 2009 13
- 14. Collaboration will Take time to build trust Result in much less reworking on designs Produce greater client buy in and approval Save time in design execution Create synergistically original solutions Thursday, August 20, 2009 14
- 15. Discuss Thursday, August 20, 2009 15