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    Understanding Design Strategy

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    Understanding Design Strategy

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    Understanding Design Strategy

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    INTERNAL FACTORS EXTERNAL FACTORS DESIGN Sc) UNDERSTANDING ‘estn strategy” is a popular indust uzzword, but do you know what it rea DESIGN _ means? Terry Lee Stone breaks it dow so that you can utilize design strategy STRATEGY create your work and win the respec sy tensy tee stove your clients. 270" MaKe 2032 WwW HOWOESIGN.cOm In the broadest sense, “strategy” Isa plan for how to achieve a goal. In business, strategy bridges the gap heuween policy (guidelines governing action) and tac tics (a set of techniques). Strategy is what a company. develops to differentiate itself Fram competitors actual ‘or predicted moves. I's complex and it deives every decision a business makes. ‘Ourclients husiness strategies also form the frame- work for our design strategies, While these are intent lated, they are not the same thing. Design strategy, as a field of theory and practice, refers to the integrated, holistic planning process examining the interplay between design and business sirategy: Hemever, for most graphic designers, design strategy simply relers tothe conceptual underpinning for their creative work. WHAT IS DESIGN STRATEGY? There eeally is no one definition of design strategy, but the goal is to menge business and ereative objec tives in a meaningful say that meves design beyond just an aesthetic exercise. "When we integrate design processes and design thinking into the larger busi= ress goals af our companies or clients, we elevate the ‘concept of design to a strategie tool that businesses ‘can leverage,” says Tob Bynder, creative director and ‘owner of RBD | Rabert Bynder Design Inc, in New= beny Park, CA. While inextricably linked, business tind desigh strategies moct diferent needs. “Busi ness strategy includes financial, product and market ‘objectives, which are best expressed through brand touchpoints, says Greg Mann, pattner and creative director at The Fibonaces Design Group LLC i Los Angeles. "Design strategy isthe roadmap forthe visual ‘and media components that help to build and drive these objectives.” Design strategy could be described as inventing the Langage to express your elient’s business strategy ‘most clear Jamie Koval, president of VSA Partners in Chicago, puts it this way: "Design strategy aniculates the parameters and potential of a specific challenge that drive a sevies of solutions or result. I's simple, ‘compelling and actionable." And as with any language, ‘evolution and variation are inevitable and should be accommodated, “Design strategy is a dimensional, ‘multifaceted plan that allows traveling down different paths,” says Volker Darre, creative director of Duere Design Inc. in Los Angeles, "We want to inelude flex ibility and the option of organic growth into the agenda right from the star.” wi HOMDESIGN com WHAT GOES INTO A DESIGN STRATEGY? Any design strategy should address the follwing Existing problems and ongoing challenges © Current benefits and successes to he leveraged # Unmet elienvieustomer needs * Changing cliemeustomer behaviors and atitudes ‘© Emonging ideas and trends # Opportunites to differentiate The way these nates are adresse i the essence ofthe strategy When this process is translated from business Janguage and actions into design language and actions it becomes the hass fora desi strate (See Inilucnces an Touchpoint chats on pa 170 and bel) Some designers confuse design srateay with ere avie brik, but anderstanding the distinction i cot Design state i how we recomend apprcing the project a creative bret helps fume what ts being requested by the client and is an itera par of comm bleaton bettcen cient and designer sys Justin Anes, Princpabreative director of Rule29 in Geneva, tL. "The design strategy can oten expand or conti that brie based on the research or findings while the stag being developed” DESIGN TOUCHPOINTS Er ets ore) Co CO E Ol \ 1. Review What are the design's measurable goals and objectives? 2. Scan What internal and, external factors impact the design? 3. Form How will the design work to meet these challenges and opportunites? 4. Implement What exactly will we do? Who exactly will do it? How will it be done? 5. Evaluate How well does the design achieve its goals, and objectives? 6. Maintain Do we need adjustmenets or do we keep the design as itis? HOW IS A DESIGN STRATEGY DEVELOPED AND IMPLEMENTED? the process of developing a design strateyy (see Process chat, left) should be a logical progression from an initial review of goals and objectives, to a review and analysis ofthe factors alfecting the design, Design strategy is about framing a client problem in a way that can get solved by design. The goal throughout is to uncover and anicubate a problem, present it to a client and get buy-in an your solutions} ‘This roquites research Simply interviewing the elient an! internal stakeholders thoroughly san excel lent frst step. From there, designers ean expand into traditional market research, like demographic and/or psychographic studies as well ay customer focus groups help better identify and arsiculate wha the target audience is Ethnographic of user experience research, which kooks at customer behaviors in different contexts, aso Js valuable, Whichever research method you use, these Findings help the designer understand key diferentiators forthe lient and/or their produetserice in onder to ‘sualize an approach that eapializes on these insights Design strategy isa process of learning and diseaveny: Aequiting a deep under- standing ofthe clients industry, competitors, goals and opportunities allows us 19 Formulate an executable strategy: At the same time, designers acquire knowledge of | \what fs working, and what isnt Asave gain clarity, areas of opportunity will emerge. "We understand our elient’s goals and seek ta support those aspirations, of, if rnccessan; we help shift the focus or redefine the target to what is appropriate, obtainable and makes sense,” says Amy Griver, president and creative director of ELEMENTS in Branford, C1. “We [then| distil all of this information and research as our first step so tha all goals and objectives are agree! upon and defined “To formulate your design stratexy, your job is basically to absorb, understand, differentiate and articulate your clients needs. Think of it as doing the work of ‘translator, “Clients come to us with Telt needs’ and ‘hard goals," explains Jason Adam, prineipalesigner at Hexanine in Los Angeles/Chicago. “hmagine the CEO. who wants 2 new logo hecause the ld ane is ugh’ afer the course ofa Few inter- views, we might find that a hard goal would be 1o elevate the corporate look ofthe ‘onganization to match its competitors.” H's important to note that in this example the clients innate sense of what was needed came into alignment with the proper strategie solutions, but this isnt always the ease, Your job as designer isto take the “Tel needs." as Adam puts it, of your elient as well as the needs not yet con- sidered or articulated, and translate these into specific, measurable “hard goals” whenever possible In addition to qualifying and empowering you to devise suecessful strategies, fully understanding a elien’s perspective will also help get them on your side You may not always agree, but you will carn the level of rapport necessary to have your opinions appreciated and respected—which is especially handy when they fer from your client’ Alter you've gathered and understnd the research, you can then form an action plan to meet the challenges presented. Once that is approved by the client, the project is designed within the agreed upon strategic parameters, then implemented as planned. The design strategy should be reviewed again alter implementation ta determine fi worked as it was intended. H should be refined as needed, then ‘maintained, and applied to other client projects if applicable, Keep your client involved as much as possible during this process; design strategy is only effective if both elient ane! designer are committed 0 its integrity. WwW HOWOESIGN.cOm “Process is important to de: in strategy, since design strategy isn’t the goal, or the tactics, it’s the plan. How do we get there? In what way do we achieve our goals? Ask your clients: Can we get more specific with that? What is the thinking behind that? What are we really trying to accomplish here?” CAN YOU WORK WITHOUT A DESIGN STRATEGY? Not having # cohesive design steteyy means ereat- ing reactive, not proactive, work—hastly developed designs that meet only the jmmedute needs of the lien, with mo thought the future. This esl in flack ofa unified visual brand presence for the cient «ver time, There ino builling upon what is eames Things are not coordinated. Because of haphazae rather than cohesive, strategle thinking, there are fewer measurable results that would prove a design's ‘alu as well sits return on investinen “Design strategy isthe unsung hero of design says Ke Jocha, design manage at Dell Computer in liso Viejo, CA. “The alternative is designing by opinion ‘which wll always be won by the ment senior suit in the room for worse, acomimitice of suits). That might give the design tam a path to oll, hut hen the project. cerishes and hums, guess who's lel holding the bag foe the failure: the desigh team” Solutions to design challenges can be numerous and varied; developing a strategy wil help you make sound choices and salve problems in aly that is consistent and reproducible HOW CAN YOU ARTICULATE DESIGN STRATEGY To CLIENTS? Like every ather aspect of the design process, a design strategy must be cleatly articulated in order to he use Tul. Clients need to understand the rationale behind design decisions within a business context. Since design strategy isthe underlying game plan for all of the work a designer will do i's worth taking the time to present it well. Using concise language and a well= designed, exsily understood presentation will help eli cents visualize the strategy much mete immediately, If its welF-formulated and explained, the elient is much more likely to understand and approve it. The ley to successlully presenting a design strategy is in helping clients form an image in theit mind that svems actionable. They can see how the design will hecome a practical tol to help them achieve specific gals, More Important, they will more easily be able to articulate the strategy to others. Your elient con tact must often “sell” the design strategy to their owa internal team members; providing the tools and infor: mation they need 10 do this is a great way 10 ensure their success. With the approval of the design strategy, the designer has taken a critical step tosvaed making sure that what they design for the client will be well- received and approved throughout the design process, From ideation ta completion, DEFINING DESIGN STRATEGY: 4 DEVELOPMENTAL QUESTIONS Design strategy is @ recommendation for the evelopment and use of speciic elements that wil promote the desired perception of a brand, product or idea. Good strategies are simple and understandable. even when the product or proposition is complicated. Many. people think ‘that strategy means applying empirical data and getting an absolute resit. Good design strategy is balance of intuition and inteligence. falls Into the category of “Tuzzy logic” ands success ‘alison both the vision andthe trust of the cet ‘AL Chase Design Grou, our design strategy is based on afew key understandings 4 What does the target audience need to fel and knowinordertoembracethebrand.producteridea? 2. How wil our message be diffrentUbetter than ‘that ofsirilar messages or competitors? 2. What are the core elements that MUST be cre= ated based on the mediums in hich the design wil ve? 4, What tats (29. type ste, color language te] ‘capture the appropriate character? ‘A good design strategy feels intuitive and can Inspire more than one valid solution. If too “on the nose,” then the results wil tkely fool ‘pected. To test it, share it with the audience. A ‘0d designer wil ring the strategy to life in a vay that allors someone in the target audience te play back the key ideas easly and natural. If they cant do that. then you've created something that’s too complicate. (Chris Laer prodent an ead aati of Chase Destzn Group in Los Angeles and New York City wo chasedesigngoup cam However, clients ean sometimes resist a design strategy. “Firs, trust their reluctance. Tiy to under- stand i,” advises Michael L cative ditector 4 Metro io Los Angeles, “Irs theit business, ight? Why are they unsure? What experience, knowledge oF intuition is keeping them from going all-in?” Lister closely to your clients reservations can improve the work and even save i Pushing hack doesn't need to be awkward or Fraught with tension; without bragging oF iwvalidating theit cancers, review past experiences of yours t0 help fll in blinks and address concems. If you sill face resistance, develop altemative plans. Not having 2 buckup strateyy already in place if and when your initial efforts fail ean leave your client with limited ‘options for moving om, ‘Just emember: If anyone should be excited about {your strategy it should he the elient,” Jochai says. If they'te not, it means your strategy Is olf the mark, oF it could mean that they're looking to design for the wrong reasons Le, to puta decorative "Band-Aid on a _znarly business problem, “H's your job to discern what Is wrong an fv itor, as is sumetimes the case, abort hefore further time and resources are wasted. Stopping a client from going down the wrong path isa valuable service and should not necessarily be regarded as Failure.” Jochal says, HOW DO YOU MANAGE THE CONVERSATION ABOUT DESIGN STRATEGY? When presenting any design strateyy, make sure to discuss the following: The clients business goals and how this strategy helps meet hem * How ths steatexy positions the eliet in theie com: petiive landseape * The audience’ needs, expectations, aspirations and how this stratogy works to satsly these *# Feasibiiy: how this steategy will be eolled out on time and on budget + New opportunities that presented themselves inthe course of developing this strategy Avoid discussfons that focus on the follwing * Personal preferences * Simplistic reactions to complicated issues # Attachment to the status quo + Pievemeal instead of holistic approach * Fear of the unknown or unteied| © Minutia of graphic taties HOW IS DESIGN STRATEGY EVALUATED? A good design strategy makes designing much easier As Mann explains, “If you feel like you'te launching into the unknowsn, you havent aid the right foundae tion, When the strategy is wellconsklered and set in place, the ideas flow.” Every job has its own unique ‘wvists and tums. Your design strategy is your compass, and communication is key. "e's our duty to verify that the design solutions deliver on al strategy paramete Durre says. “I'things veer of target, it might suddenly sgt very hard co proceed with a specific deliverable or project. That's when we pick up the phone and tell ‘our client that we need to regroup and facus an the Foundation before there are eracks in i.” Presenting a design strateyy Is about explaining how aesthetic considerations and creative decisions will be made in a business. I takes great presentation and communication skills ta make sure that the design strategy will be accepted, Once presented, encour age Feedback from the client, Together, evaluate the soundness of your thinking by reviewing the strategy in detail and discussing the fllewing # Is it accurate an! authentic # Does it rellee the eens bra snd rue personality? © Does it have emotional impact # Ist interesting and compellin * Is it innovative and provocative # Is expected? And is that good or bad? # Will it stand out in the environment it needs to? COMMUNICATING DESIGN STRATEGY: 3 KEYS TO SUCCESS Successful design strategy & communicated in terms the audience understands. That means you need to “speak the language” of all the Stakeholders inthe room and create a meaning- ful context around your recommendatians that incorporates mary points of vew. How? 41, Make a detailed tat of the stakeholders that wil atend your presentation, and als of those wo may see your work after the fac. In all lietihood, this group wil include design, market- Ing and management, at a minimum. Keep this rmultidstnary group in mind as you design your presentation and find ways to address the ‘needs and concerns af each, 2. Ack yourself whether you're using a profese sonal anguage that wil exclude some of the peo- le in the room. and take steps to speak in terms that wil resonate with everyone in your audience Take time to explain specialized language to cre- tea sense of inclusion and callaboration. 3, Create a visual and verbal language that's accessible and inclusive, recognizing that some stakeholders wll ot have the same visual itera ‘that you do, Use al the too! a your disposal to help your audience understand the near-term and strategic value of the work you're presenting, Candice-Legh Baumgadner is founding partner cd pnp tego shi, rel tector of research at Art Center Collegeof Desig. nostic # Can we implement it within the required parameten? * Ieanything unsatisfactory? What? Why? # Can ithe presented bythe lent contact person so that they con easily communicate your design stat egy to ther aarti? Bclore preventing your design strategy to lien, yon might want to test it ineraly. is try to poke holes in, challenge i and question i, Thoroughly taming l, and even expire wors-cane scenaton “We lok tit fom every posible al,” Gravee sys “When we ae satisfied, we preset out recommend sions toe cients, who usally respon piney COMMON MISTAKES IN DESIGN STRATEGY Developing, articulating and implementing a success: ful design strategy fsa complex task. Is also an exe Ing challenge for any designer. OF course, sometimes ceven the best-ai plans go awry: Here are some things to watch out for: * Lack of partieipation from the client ‘Rushed oc haphavand backgrounding ‘ Insuflicient thinking and analysis * Inahilty to make decisions # Lack of lacus on specific details ‘© Overly elaborate plans that go nonshere [No buy-in from key individuals * Lack of oversight and commitment «© Pessimism or intimidation # Lack of drive of passion ‘ Murky communications «People just dont ike i WILL DESIGN STRATEGY RESULT IN BETTER CREATIVE SOLUTIONS? IF the design provess is driven by the client's desire to achieve a measurable goal or objective, then it’s pretty obvious whether or nat the design strategy su ceeded in uchieving the goal through the creative that was developed from it, Laura Tu, thought leadership account exceutive at PwC in Portland, notes, “your design outputs are producing the desired results— ‘attracting the right clients, mecting customers’ needs, increasing sales of a product—it's working, If your designs are confusing elsnts, producing more ques tions than answers, ot sending mixed messages, then your strategy needs to be refined As the designer, i's your job to be clear and up front about the process. Remember, not everyone lives in the world you do: too much “design-speak’ can sound pretentious and give the impression youre working with smoke and mirrors instead of a sound, researched foundation, Communieating cleadly in 3 language anyone can understand will cantribute to your eredibilty asa skilled professional. Developing, articulating and implementing desig strategy is important for all designers. “Designers approach their work in strategie ways whether they know it of not,” Ahrens says. “A formalized of consis: tently explined design strategy allows the creative ta have discussions with their cliems ina way that teuly wi HOMDESIGN com “What is the one thing | find myself saying over and over again to my internal clients about design strategy? ‘Our design strategy is not about what you like or what | like. It’s about what's right for us as a company and, ultimately, for our company’s customers. Our company is invested in this approach, and staying on strategy is the best way to create value for our clients.” matters to the client. It lets designers speak about the work with words that mean something to ther” Bynder puts it simply, “Design strategy elevates aur discipline beyond commodity While nota solution in and of self, design steategy lays the essential foundation for success by providing a means 1o arrive at solutions. Creating a robust design strategy will empower you to ereate solid, defensible solutions, and will also serve to propel your design and aesthetic instincts toward stronger concepts that 3 ote likely to be approved by the client, Ie will result ‘nv swork with more ereative integrity that is also more clfective at supporting the client’ business, It's. win: win foreveryone. mM ‘Terry Lee Stone isa Los Angeles-based waiter and creative strategist. She has worked with top design. {firms including AdamsMlorioka, Chase Design Croup ‘and BMWGroup Designworks USA. Stone teaches the business of design at Art Center College of Design and at Lynda.com, She’ the author of several books on design. inclucting the two-book series called Managing The Design Process. synuteryleestone.com 1RSON ADAM LOS ANGELES wewreraninecom JUSTIN AHRENS GENER, Lwotes com CANDICE-LEIGH BAUMGRRONER THOUSAND OAKS, CA [ROD BYNDER NEWBERRY PARK. CA oraynecem VOLKER DURRE RANCHO PALOS VERDES, AMY GRAVER BRANFORD, CT wassaneneserea com KYLE JOCHA ALISO VIE)A, CA weguscom JAMIE KOVAL CHICAGO wows com MICHAEL LEJEUNE LOS ANGELES wextero et ewcrasasigngeup cm GREG MANN ALTADENA, CA wefbonacesigoup com {AURA TU PORTLAND, OR wousue

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