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As a designer, director, and executive, I have never been in a position where I could declare culture change was going to happen at the company level.
Culture can be influenced and shaped though. I’d like to share some thoughts on what I’ve learned and done.
Culture can be influenced and shaped though. I’d like to share some thoughts on what I’ve learned and done.
The job scenario I’ve encountered time and time again is incorporating design into existing organizational cultures.
Existing, long-in-the-tooth, and sometimes crab mentality (“if I can’t have it, neither can you”) cultures.
Existing, long-in-the-tooth, and sometimes crab mentality (“if I can’t have it, neither can you”) cultures.
Integrating a successful design practice would be much easier if everyone cared about design, but not everyone does.
It would be much easier if design was everyone’s responsibility, but it’s usually not.
It would be much easier if design was everyone’s responsibility, but it’s usually not.
For the last 15 years, it’s been my responsibility to introduce a new level of quality standards, develop people, and incorporate good practices into established processes... in an effort to help companies reinvent themselves.
I won’t beat around the bush. This shit is hard.
I won’t beat around the bush. This shit is hard.
There are countless resources about developing healthy design practices and articulating the elements that make up a healthy design culture.
While many of these are relevant, smart, and helpful, they are primarily focused on the internal workings of design teams.
While many of these are relevant, smart, and helpful, they are primarily focused on the internal workings of design teams.
That’s just one half of the equation you need to solve.
The other half is selling design to colleagues and peers on other teams.
This is, in my opinion, is the much more difficult half.
The other half is selling design to colleagues and peers on other teams.
This is, in my opinion, is the much more difficult half.
With that in mind, here are a few things I’ve found helpful for the other half of the equation; fitting design in with existing organizational cultures.
1. Embrace the cultures around you
Not in a lovey-dovey kind of way, but embracing and accepting that the cultures around you are real. It's your job to dig-in, get uncomfortable, and do a better job of articulating how design should fit into organizations and greater processes.
Not in a lovey-dovey kind of way, but embracing and accepting that the cultures around you are real. It's your job to dig-in, get uncomfortable, and do a better job of articulating how design should fit into organizations and greater processes.
2. Sell something else
My biggest takeaway from the last 10+ years? I sell design, but there are few colleagues buying design. Most are buying something else. I’m always adapting my approach.
My biggest takeaway from the last 10+ years? I sell design, but there are few colleagues buying design. Most are buying something else. I’m always adapting my approach.
I’ve spent countless minutes, hours, days, weeks, months, and years selling design.
The need for it. The power of it. The risks of not haven’t it.
While many colleagues, leaders, and peers have agreed with my selling points, no one has bought design for design’s sake.
The need for it. The power of it. The risks of not haven’t it.
While many colleagues, leaders, and peers have agreed with my selling points, no one has bought design for design’s sake.
What they are buying are increased revenue, cost reductions, time savings, and user adoption.
Here’s an example of what I mean. Design systems are a valuable tool in providing holistic color, tone, layout, patterns, and brand across a portfolio of products.
Here’s an example of what I mean. Design systems are a valuable tool in providing holistic color, tone, layout, patterns, and brand across a portfolio of products.
But I don't sell any of those things.
Instead, I sell the value of saving development time or increasing velocity. I sell the value of user adoption, which in turn reduces the costs of future development.
Instead, I sell the value of saving development time or increasing velocity. I sell the value of user adoption, which in turn reduces the costs of future development.
Figure out how to sell increased revenue, cost reductions, time savings, and user adoption, or whatever other derivative they’re buying and include your best design practices and processes into those.
3. Become a historian
Don’t know where to start? Start with the past. Investigate and understand what is and isn’t working.
Observe meetings, find old or unused artifacts, know who sponsored what, and be curious about why things are the way they are.
Don’t know where to start? Start with the past. Investigate and understand what is and isn’t working.
Observe meetings, find old or unused artifacts, know who sponsored what, and be curious about why things are the way they are.
4. Accept things won't change
“If only he wasn’t here, then things would be perfect.”
“Why are they doing that? They’re idiots!”
“If only they listened to me, we wouldn’t be in this situation.”
“If only he wasn’t here, then things would be perfect.”
“Why are they doing that? They’re idiots!”
“If only they listened to me, we wouldn’t be in this situation.”
How often have you said something like this? How often do you hear something like this?
There is an urge to make statements like this ALL THE TIME and it’s takes a tremendous amount of effort not to do so.
There is an urge to make statements like this ALL THE TIME and it’s takes a tremendous amount of effort not to do so.
Instead of fighting things out of my control, I ask myself a simple question:
"If I accept that nothing will change, what will I do to be successful?"
"If I accept that nothing will change, what will I do to be successful?"
By asking this question, I am able to treat frustrations as design challenges. I am able to understand what is and isn’t a real constraint.
Most beneficial though, I am able to keep my sanity when confronted with the realities of the job.
Most beneficial though, I am able to keep my sanity when confronted with the realities of the job.
5. Walk away for a moment
No doubt, there will be moments you’re on the brink. I don't know about you, but I have never been able to successfully sell design or integrate design culture in those moments.
No doubt, there will be moments you’re on the brink. I don't know about you, but I have never been able to successfully sell design or integrate design culture in those moments.
It sounds simple, but finding an excuse to walk away for a moment, to take a breath and come back refreshed, has been an energy saver.
If culture is a manifestation of process, influencing the process of making good things, through design, will influence culture.
If you make good things, people will come. They won’t argue with your process. They won’t think you’re trying to change them. They’ll want to make good things with you.
And if they don't... well then, that's another design problem to solve and it may be more about what you are able to live with.
/end
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