Design Leadership, a Career Path for Brave Souls
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The document provides an overview of design leadership and career paths for designers wanting to have a bigger impact. It discusses the growing importance of design education programs and executive training. It frames design leadership as vast uncharted territory and compares it to starting a startup. Key aspects of building an effective design team and organization are outlined, including skills, values, structure, strategy, staff, style, management systems and processes. The importance of leading by example to set the right culture is emphasized. Advice is given on growing as a design leader by having a vision, research, synthesis, implementation and iteration. Aligning strategy with business goals and structuring teams appropriately is also discussed.
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Design Leadership, a Career Path for Brave Souls
- 2. Life is eithera daring adventure ornothing at all. Thefirstdeaf-blindpersontoearnabachelorofartsdegree. – HelenKeller
- 17. Think ofyourdesign organization as a start-up · let’s startwith the basics ·
- 23. WatchtheHPstory Steve Wozniak’s story Staff Your TEAMS HOW TO LEARN BUILD
- 27. BUILDING UP TEAMS IS NOT ABOUT HIRING IT’S ALL ABOUT BUILDING TRUST
- 28. Skills Structure Team Strategy Systems Process& Values Staff Style Your Mgmt. supporttrust Shared
- 30. acoincidence? DesignThinking wasbornhere Cupertino SiliconValleywas bornhere attheHPgarage onAddisonAvenue atDavidKellyworkshops atIDEO and Stanford HIRING is hard because the end result should be …
- 31. … a diverse group of people that are good at building on each others ideas. –DavidKelley FounderofIdeo WatchIDEO'sApproach
- 32. Wouldyou hire “the carver”? ·Yourfirst “brave decision” · https://goo.gl/D8HTKf
- 34. SteveJobsandWozniak developedBreakout,which dominatedarcadesin1976 Atari didn’tfind Steve Jobs. We made it easyforhimtofind us. –Nolan Bushnell. FounderofAtari
- 43. Shared Values Style Mgmt. Staff Your supports shapes motivates Whyistheculturereallythatimportant?
- 46. WatchSteve'sApproach LEADER A DESIGN GROW AS FOCUS LEARN LOVE HAVE A MISSION YOU
- 47. ”The greatest people don’t need to be managed. What they need is a –SteveJobs WatchSteve'sApproach COMMON VISION. And that’s what leadership is”
- 48. You
- 52. MeetwithKeyStakeholders Research ASK ‘WHAT DO YOU THINK I SHOULD BE DOING IN mY FIRST WEEK/MONTH AS (YOUR TITLE HERE)’ CONNECT with peers and identify opportunities for collaboration. Advice: DURING YOUR FIRST 30 days DON’t SIT IN YOUR PANTS FOR TOO LONG. REACH OUT to everyone who can share valuable insights with you. Ask ‘Would you like to participate in my next Design Sprint’? (‘Design What???’) STAKEHOLDER INFLUENCE MAP BY Robert Curedale ASK ‘Who ELSE, DO YOU THINK, I SHOULD MEET?’
- 53. StakeholderInfluenceMap POWER IMPACT LOW HIGH LOW HIGH Join forces (Influentialdoers,passionate contributors,grassrootorganizers) Keep informed Don’t Waste your time Gain their support (keephappybecause theyare–orcould become–executivesponsorsofyourprogram) Research (namely,howhightheyareintheorgchart) (Thisaxisistherealinfluenceinthe companybeyondtheirpaygrade) ““
- 55. Your 30-60-90 plan LookInside • Obtain AN org chart (MAKE YOUR OWN IF YOU HAVE TO) • Take LOTS OF notes. Buy yourself a new moleskine. • Is there any project repository that you can access? Learn from the past. • Learn about the business KPIs and the tech infrastructure. • Identify BUSINESS strengths & weaknesses (SWOT ANALYSIS). • Know your USER (UserZoom) • GET FAMILIARIZE WITH THE competitive LANDSCAPE • What were your predecessor’s achievements? Identify ALSO THEIR failed projects, AND ASK YOURSELF “WHY did they fail?” LookOutside • Evaluate your team. • CONNECT WITH EVERYONE INDIVIDUALLY. IT COULD BE QUITE CONSUMING BUT it is A GOOD Time investment. m
- 56. AlignyourStrategywiththeBusinessGoals (revolutionary) (evolutionary) (evolutionary) (incremental) innovate ADAPT EXPAND MANAGEexisting offerings new offerings existing users new users AdaptedfromDiegoRodriguez&RyanJacobyfromthebookChangebyDesignbyTimBrown Synthesis
- 57. Therearetypicallytwoevolutionarypaths… (revolutionary) (incremental) innovate ADAPTMANAGEexisting offerings new offerings existing users new users (evolutionary) EXPAND in 2014, WD BUSINESS STRATEGY WAS FOCUSED ON "MY CLOUD", A WEB-BASED, CONSUMER- FRIENDLY PRoDUCT, simple to use and install. (evolutionary) AdaptedfromDiegoRodriguez&RyanJacobyfromthebookChangebyDesignbyTimBrown
- 58. ? …andonerevolutionarypath (revolutionary) innovate ADAPTexisting offerings new offerings existing users new users (evolutionary) EXPAND (evolutionary)
- 59. ? …andonerevolutionarypath (revolutionary) innovate ADAPTexisting offerings new offerings existing users new users (evolutionary) EXPAND (evolutionary)
- 60. Howtheteamneedstobestructured? (revolutionary) (evolutionary) (incremental) innovate ADAPT EXPANDMANAGE • AUGMENT PROTOTYPING & RESEARCH RESOURCES. POSSIBLY IXD AS WELL. • MULTIDISCIPLINARY PODS/TEAMS FOCUSED ON optimization. • EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team. • LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE) • EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH. • EXPERIMENTATION PROGRAM (E.G. OPTIMIZELY) RUN IN CONJUNCTION WITH PRODUCT-MARKETING TEAMS • design resources COLOCATED WITH THE product organization (OCCASIONALLY WITH SOME LEADS dotted lined to THEIR DIRECTORS) • Colocation OF design & PRODUCT RESOURCES NOT A BAD IDEA but a DEDICATED “WAR ROOM” WILL BECOME INCREASINGLY NECESSARY. • INNOVATION KITCHEN • MAKE SURE THE DAY- to-DAY OPERATIONS DON’T SLOW DOWN THE PROGRESS ON PRODUCT INNOVATION. SPLITTING THE TEAM COULD BE AN OPTION. Skills Structure Team Strategy Systems Process& Staff Your
- 61. Theroadtoinnovation (revolutionary) innovate • EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH. • INNOVATION KITCHEN Skills Structure Team Strategy Systems Process& Staff Your • LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE) • EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team.
- 62. "It was a fantastic experience [setting up theApple design studio], and what it really taught me —and what you don’t learn when you’re a hired gun— is the depth that you need to be involved in the business tomakethingshappen," –RobertBrunner FOCUS
- 67. Everyday, improve yourself. Don’t just come to the studio. © Berto Martinez LEARN
- 71. Hehiredonlythebest…tolearnfromthem 1977 1984 TheAppleIIcincorporatesthe SnowWhitedesignlanguageby HartmutEsslinger (alsoquiterevolutionary) TheAppleIIbecamethe firstpersonalcomputer withaplasticenclosure (quiterevolutionarybackthen) In1977,JerryManockmetSteve Jobs,21,intheHomebrew ComputerClubandgotthe$1,800 assignmentto designacompact enclosurefortheAppleII JerryManock H. Esslinger James Ferris1979 1981 InMarch1981,Jerry ManockandTerryOyama presenttheMacinternally JamesFerrisbecomethefirstdirectorofcreativeservices ManockcreatestheProductDesignGuildtoachievea “newunifiedappearanceforthe‘80s” InMarch1983,HartmutEsslinger winsthe competitiontounifyApple’ssevenproduct categorieswithasingledesignlanguage. (Manock,TerryOyamaandRobGemmelled theprojectandtraveledtoEurope)
- 73. Mikael Silvanto DanieleDeIuliis RichardHowarth AlanDye ChristopherStringer Rico Zorkendorfer JeremyBataillou PeterRussell-Clarke Eugene Hwang JodyAkana Marc Newson EvansHankey Daniel Coster ImranChaudhri JonyIve …andthat same spirit still marches on JulianHoenig Hirepeoplewhoarebraveenoughtolearnconstantlyandhumbleenoughtoteachothers
- 74. LOVE WHAT YOU DO ”Idon’tthinkaboutlegacymuch.Ijustthinkaboutbeing abletogetupeverydayandgoinandhangaround thesegreatpeopleandhopefullycreatesomethingthat otherpeoplewillloveasmuchaswedo. (…)It’sreallyhard.Andyouhavetodoitoverasustainedperiodof time.Soifyoudon’tloveit,ifyou’renothavingfundoingit,you don’treallyloveit,you’regoingtogiveup.“ –SteveJobs
- 79. As a design leader Your major contribution is to GET ALIGNMENT between Business Design & Technology ( before your designers’ ideas get shot down ) withoutmercy v
- 86. Inthecontextofabusinessandameetingroom,wetend to be much more comfortable talking about product attributesthatyoucanmeasurewithanumber. https://goo.gl/8Np51w 04:00 There'sadanger,particularlyIthink,inbusiness: That's a fairly safe conversation to talk about: five is biggerthan two and nobody is going to argue that. And so, we tend to talk, historicallyaboutpriceandspeed. Andthosemoreemotive,thoselesstangible,product attributescansoeasilybeignored. Now, the problem is, you and I make probably the most important decisionsofourlivesintheabsenceofnumericaldata. …evenatApple –JonyIve
- 87. TECHDESIGN nah, THE USERS WANT A FASTER PROCESSOR and 2X mORE STORAGE WE NEED a new DELIGHTFUL and Minimalistic Look&Feel! Inotherwords…
- 91. TargetUsers Profit Mechanism Value Proposition increasedvalue • morechoices • morecontrol • moreconvenience • savingtime • savingmoney enhanceduser understanding • behaviors • motivations • expectations • values improvedinteractions • simplicity • enhancedusability • personalization • customization • touch,gesture,voice interaction,etc. improvedfinancials • improvedconversion improvedretention • improvedcosts • customeracquisition • newmarketentry Wherecandesignbemorevaluabletothebusiness?
- 92. Wherecandesignbemorevaluabletothebusiness? mydesignteam v TargetUsers Profit Mechanism Value Proposition increasedvalue • morechoices • morecontrol • moreconvenience • savingtime • savingmoney enhanceduser understanding • behaviors • motivations • expectations • values improvedinteractions • simplicity • enhancedusability • personalization • customization • touch,gesture,voice interaction,etc. improvedfinancials • improvedconversion • improvedretention • improvedcosts • customeracquisition • newmarketentry • focus on just afewgoals at atime • • be strategic • definethe problem • • gatherdata • establish a baseline •
- 100. DO I USE DATA TO SUPPORT MY DESIGN STrATEGY? IS MY TEAM POSITIONED FOR SUCCESS? DOES MY TEAM PROVIDE VALUE? Three questions for a brave soul h
- 101. • IS MY TEAM PERCEIVED BY THE BUSINESS AS A PARTNER OR AS AN EXECUTION TEAM? IS MY TEAM POSITIONED FOR SUCCESS? • DO I ENCOURAGE MY TEAM to STAY UP TO DATE WITH THE COMPETITIVE LANDSCAPE? TRENDS IN THE MARKET? • DO I HIRE CURIOUS MINDS? ‘T-SHAPE’ DESIGNERS that can extend bridges ACROSS teams? • DOES MY TEAM HAVE A ‘WAR ROOM’ (aka innovation Kitchen) TO brainstorm and engage with THE KEY STAKEHOLDERS? • IS MY TEAM WELL VERSED IN ALL THE PRODUCTS/ services OF OUR COMPANY? v
- 102. • DO I USE BOTH QUALITATIVE & QUANTITATIVE DATA TO INFORM MY DESIGN STRATEGY? • AT YAHOO!, MY WEEKLY SESSION WITH THE RESEARCHERS working on the homepage WAS CALLED DUNKIN’DATA. It TOOK PLACE FIRST THING IN THE MORNING. I ALWAYS BROUGHT FREE DONUTS IN EXCHANGE FOR ALL THE DATA THEY COULD BRING. GOOD DEAL! DO I USE DATA TO SUPPORT MY DESIGN STrATEGY? • DOES MY TEAM VALIDATE OUR DESIGN HYPOTHESES WITH DATA? • DO I MEET REGULARLY WITH tHE ANALYTICS/RESEARCH TEAM to COLLECT NEW INSIGHTS and REQUEST SUPPORT? a
- 103. • DO I PROVIDE RESULTS THAT MATTER TO THE BUSINESS? DOES MY TEAM PROVIDE VALUE? • DOES YOUR DESIGN MAKE A DIFFERENCE in THE WORLD? • DO WE PROVIDE SOLUTIONS THAT MAKE THE END USERs HAPPY? CAN I QUANTIFY THAT IMPACT? • IS THE WORK REWARDING AND MEANINGFUL to the TEAM? m (E.G. CUSTOMER SATISFACTION SCORE BEFORE AND AFTER A REDESIGN) (CAN I MEASURE MY DIRECT IMPACT IN THE COMPANY BOTTOMLINE?)
- 104. (whatkindofvalue?) Design Leadership is not about managing designers butto generatevalue · the lastword ·
- 106. Thevalueyoucreateforyourcompany… 0 S&P design-driven companies $39,922.89 $17,522.15 228% 04 05 06 07 08 09 10 11 12 13 14
- 109. • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made Thanks!Let’s stay in touch @pabsanch
- 110. One more thing….
- 112. QUALITATIVE QUANTITATIVE • Lownumberofparticipants • Openendedquestions • Canbetimeintensive • DirectObservation • Goodathelpingtoframe unboundedquestions • Notstatisticallysignificant • Targetsunknownunknowns • Highnumberofparticipants • Closedquestions • Tendtobefaster • Indirectstudy • Statisticallyrelevant • Targetsknownunknowns • Goodatinvestigatingspecific areasorcomparisons Data-drivendesign:thetwoapproaches
- 113. EVALUATE LAB CLOUD LIVE Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS A/Btest Optimizely QUALITATIVE QUANTITATIVE Think Aloud evaluation Intercept test UserZoom UserZoom Think Aloud evaluation Surveys Voiceof Customer (VoC) Qualtrics Think Aloud evaluation ForeSee Remote usability evaluation Site Analytics Google Analytics… Business Analytics SAP EXPERIMENT Designneedstounderstandsthecustomer
- 115. EVALUATE LAB CLOUD Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS QUALITATIVE QUANTITATIVE Think Aloud evaluation UserZoom Think Aloud evaluation …EXPERIMENT Designneedstounderstandsthecustomer This isyour Laboratory analyzelargerdatasamplesofreal customers/studyparticipants interactingwithyourproduct watchvideorecordings ofspecificscenariosof use(e.g.usersthat couldn’tcompletethe purchaseflow) reachstatisticalcertainty observerealcustomers/ studyparticipantsinyour researchfacilities
- 116. EVALUATE LAB CLOUD LIVE Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS A/Btest Optimizely QUALITATIVE QUANTITATIVE Think Aloud evaluation Intercept test UserZoom UserZoom Think Aloud evaluation Surveys Voiceof Customer (VoC) Qualtrics Think Aloud evaluation ForeSee Remote usability evaluation Site Analytics Google Analytics… Business Analytics SAP EXPERIMENT Designneedstounderstandsthecustomer
- 119. • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made Thanks!(And please, don’t become a HoveringArt DirectorFigure )