Designers aren't a threat till they are.
Today’s piece is something that is very personal to me but also very relevant with all the noise and positive reaction to Brian Chesky’s (Airbnb) talk “Leading through uncertainty: A design-led company” at Config 2023. I highly recommend watching his talk if you haven’t.
Like Brian I am a trained industrial designer that took my skills into other aspects of design including business. In my younger days I dreamed of being a car designer until our lecturer broke the truth in my last semester that with the Australian car industry in collapse and all design jobs moving off-shore the chances anyone in our class landing a job would be slim to none especially without being fluent in German, French or Italian. But what I learnt during that degree was more valuable than understanding bolt densities, plastic molding or creating realistic marker rendering. It was the approach to problem solving, and not just in design.
If we can’t find the answer, maybe we are just asking the wrong questions.
For all the designers reading this, I'm sure you've experienced moments when you felt undervalued, especially during economic downturns. Paradoxically, you're the ones putting in the relentless hours and weekends to keep the product alive. Some of you may have even faced threats of outsourcing or the dreaded words "Canva" or "Fiverr" being uttered. Trust me, if these words are thrown around, design isn't being given its due respect.
Let me clarify; these are my personal opinions, rooted in a strong point of view, and I'm eager to hear your thoughts. It's crucial to recognize that design encompasses various forms, and the real threat arises when exceptional design enters the conversation. The challenge lies in the myriad other design approaches that lead to failures and can cheapen the perception of design itself.
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Lazy Design
Regrettably, lazy design seems to be on the rise. These designers often rely heavily on the work of others as references, rarely venturing back more than six to twelve months in their "research" – sometimes employing tools like 'savee.it' to replicate previous designs. You can spot every reference they've used in their work, and they might appear as trend-based designers. This approach is not only lazy but also perilous, as it fosters a culture where younger designers believe it's acceptable to forgo research and strategy, leading to brands that struggle to truly connect with their audiences.
“The word ‘studio’ is derived from ‘study’. Our object is not to know the answers before we do the work. It’s to know them after we do it.” Bruce Mau
This trend has gained traction with the advent of subscription-style design studios that churn out brand identities – a term used rather loosely here – in a week, typically consisting of a few mockups, a logo, fonts, a color palette, and lacking a unique point of view. Startups in their early stages often turn to this model to save capital, but they end up resembling countless other companies in their respective industries. When the next round of fundraising approaches, these startups frequently realize that they need an authentic brand, having merely employed a shortcut that doesn't foster long-term success.
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Not Design
This category encompasses a broad spectrum, ranging from marketing interns using Canva to the pitfalls of designing by committee on platforms like Twitter. In my opinion, this doesn't truly qualify as design; it's akin to painting by numbers with someone who can't count. It lacks narrative, research, and strategy, resulting in final products that are essentially remixes of pre-made templates intended for generic industries.
We also observe this phenomenon in companies led by individuals with backgrounds in business or finance, who struggle to delegate authority and tend to imprint their personal mark and perspective on everything that leaves their organization. This often leads to decisions driven by personal preferences rather than business objectives.
Noteworthy examples include scenarios where executives make design choices based on personal preferences, like "We can't use blue; it reminds me of my ex-wife," despite research indicating that the color aligns perfectly with the brand's story and resonates with the target audience. Similarly, product features with a high success rate from research may be dismissed because a CEO prefers their own suggestions.
To be clear, the blame here isn't on designers but on inadequate leadership. Sadly, these decisions are attributed to designers, and the world remains unaware of the underlying story.
Lazy design got us in this mess, great design will get us out.
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Great Design
Genuine designers are, in essence, exceptional problem solvers. They possess the unique capability to devise new forms of human interaction, addressing immediate issues while preventing future problems. They are also artists, capable of turning the mundane into captivating wonders, enhancing the lives of people from all walks of life. Researchers by nature, they can delve deeply into any subject, connecting dots and weaving new narratives while reinforcing existing ones. As storytellers, they construct brands and products from the ground up and present them to global audiences in compelling and engaging ways.
A great designer is a company's most valuable asset.
When a brilliant designer brings their innovative thinking into a business setting, that's where we often witness transformative moments. Sadly, when a designer raises their voice within a company, their ideas can be brushed aside as overly visionary or unrealistic due to their lack of business experience. Alternatively, a designer may be given the chance to lead an initiative that proves tremendously successful – often solving long-standing problems within the company or product. An astute leader would recognize this as an invaluable asset and a new perspective at the table, poised to propel the business forward. Yet, all too often, leaders perceive this as a threat, as a designer has essentially upended their conventional thinking and swiftly resolved an issue that had previously stymied them.
Their resistance blinds them to the positive outcomes, focusing solely on the disruption caused by a fresh perspective. In reality, a designer's prowess can be the catalyst for monumental change, improving business outcomes and expanding horizons. So, are designers a threat? Not inherently, but their potential to be one is boundless – especially when the status quo is insufficient.
Let's ponder this: Can we change our approach to designers and design within our organizations, seeing them as bridges to innovation rather than threats to the established order? Can we harness the true power of design to not only address our current challenges but also anticipate and prevent future ones? The answer lies in our willingness to embrace the unconventional, challenge our preconceived notions, and leverage the unfiltered creativity that designers bring to the table.