Visualizing Communication Strategy: AIGA Boston 2015

theSTRATEGIC DESIGNERDesign for businessAIGA Boston

October 9, 2015

theSTRATEGIC DESIGNERDesign for business

Visualizing design strategy

What we’ll learn today

This workshop will provide tools for working through strategic design development questions with clients by using fun and collaborative activities to reach a meaningful design.

• How to identify the real design problem to be solved• How to get the organization to clearly express their goals• How to focus on audiences to gather design insights• How to develop creative and meaningful design directions• How to evaluate design success


Visualizing design strategy

Client

Some context

Each group will be a fictitious wiffleball manufacturing company

– Assign a scribe– Assign a spokesperson

We will go through each step of the strategic design process to create a design strategy for your company


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A little about me


A little about me


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A turning point

Client

“Make it lookpretty”


Designers provide business value


Designers are strategists


Designers are process driven


Designers are thinkers


Design is strategic


Design is strategic

“design skills and business skills are converging…It's time to embrace a new value proposition based on creating – indeed,often co-creating -- new products and services with customers that fill theirneeds, make them happy, and make companies and shareholders rich.“Martin goes on to say that the design skills of “understanding, empathy,problem solving” are what business need today.”

Roger Martin, dean of the Rotman School of Management at the University of Toronto


Design is the experience



Sensation transference• Christian Brothers and E&J brandy



Sensation transference• Christian Brothers and E&J brandy



Your coffeeisn’t bitter.


Why should designers care about strategy?

Client


Designers are problem solvers




We need to ask questions


We need to listen


We need to dig deep

Why do you hate your logo?

It’s not “swooshy”

enough


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What is strategy anyway?

Client

Strategyin 60 seconds


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Design is collaborative


Design is collaborative

“People support what they help create”


What Are We Doing Today?

Client

AmalgamatedWiffle Ball Corp.• The leader in wiffleball and wiffleball

related products• How will you beat them in the

marketplace?• How will your company create

awareness for itself?• How do you differentiate a

commodity?


What Are We Doing Today?

Client


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Understanding the business


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Understanding the business: Define the problem

PROBLEM DEFINITION EXERCISE:Draw the problem

The Problem: Amalgamated Wiffle Ball dominates the market and your company has no name recognition with buyers either in-store or online.

How would you solve this problem?Step 1: Create a list of five items that contribute to the problem.Step 2: Draw a picture of how to solve the problem. Consider the who, what, where, when, why and how of the problem.


Understanding the business: Purpose, vision & mission


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CORE PURPOSE EXERCISE:The Random Serial Killer Test

If someone were to buy the company at a generous price,guarantee that the employees would maintain their salariesalbeit in a different industry, and that the buying company woulddestroy the firm and eliminate all its offerings, causing the companyto no longer exist, would you accept the offer?

Why, or why not?




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MISSION EXERCISE:Mission MadLibs

Organization X serves (constituent groups)by (definition of the business).

Organization X is different from (competitor)because of (point of differentiation).

Or

(Constituent group) need (insight/why).(organization x) provides (differentiated solution)


Understanding the business: Goals


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GOAL FOCUS EXERCISEWhat’s important and achievable

This exercise answers the question“Given our resources, what shouldwe do?

Step 1: Brainstorm and list top five goalsStep 2: Rank for importance and feasibilityStep 3: Chart points on the grid






Understanding the business: Internal analysis


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Understanding the business: External analysis

PEST EXERCISEEnvironmental analysis

PEST Analysis is a useful tool for understanding the ‘big picture’ of the environment in which you are operating, and for thinking about the opportunities and threats that lie within it. By understanding your environment, you can take advantage of the opportunities and minimize the threats. PEST analysis consists of four questions.

• What political considerations do we need to be aware of?• What is happening in the environment/industry?• What social trends and consumer values do we need to consider?• What technological tools can we take advantage of?


Understand the audience



Focus groups

• Moderator• Scripted series of questions• Getting to why, gaining insight• Neutral locations• 1 - 2 hours long• 3 rounds of test will get you best results• Good for brainstorming with audiences or to develop a deeper

understanding of their motivations



Dyads and Triads

• Dyads – Two friends interviewed as a pair– Used for exploring issues that might be hard to articulate– Good for getting “honest” responses– Friends keep each other in check, making them less likely to lie

• Triads – Three people who are either similar to one another, or different in a specific way

– The same: The conversation can be generative like a focus group– Different (but in the same arena, like donors who contribute at different

levels): Their responses can be seen as comparative


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Understand the audience: Personas

Competitive PersonaAttitude Business like

Use of time Disciplines and fast paced

Requirements Your qualifications

Weaknesses Documented evidence/results

How to present What you can do for them

Problem solving Support their ideas and conclusions

Facilitate decisions Provide option



Spontaneous PersonaAttitude Personal and activity oriented

Use of time Undisciplined and fast paced

Requirements Evidence you’re trustworthy and friendly

Weaknesses Personal attention and interest

How to present Why you are the best solution

Problem solving Support their feelings, interests and excitement

Facilitate decisions Provide guarantees and opinions, not options



Humanist PersonaAttitude Personal and relationship oriented

Use of time Undisciplined and slow paced

Requirements Who are you, what you think and who you know

Weaknesses Give recognition and approval

How to present Who have provided solutions to

Problem solving Support their ideas, intuitions, your relationship

Facilitate decisions Offer testimony and incentives



Methodical PersonaAttitude Business and detail oriented

Use of time Disciplined and slow paced

Requirements Evidence of your experience and knowledge

Weaknesses Documented evidence and preparation

How to present How you can provide a solution

Problem solving Support their principles and rational approach

Facilitate decisions Provide evidence and service


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PERSONA EXERCISE:Building a persuasion architecture

• Photo: What do they look like• Name: What do we call them?• Personality type: Which of the four personality types are they?• Description: What is the problem they are trying to solve?• Personality profile:

– Attitude: Are they emotional or logical– Use of time: Are they quick, or deliberate? – Requirements: What do they need from the brand?– Weaknesses– How to present: How do they want the brand information presented?– Problem solving: How can the brand support their decision making?– Decision making


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Concepts and designs

Creating visual brand alignmentDrawing, keywords, mind maps, word associations



EXERCISE:Conceptual drawing

• Drawing the experience• Conceptual• Fun• Creates buy-in


Understanding the audience

• Projective techniques– Drawing the

experience




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Valued WordsQuick, new, fun, spontaneous, reliable, clean, accommodating,

flexible, open and friendly

Totemics: Define the vocabulary


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Parameters of style

A tool for aligning collaborators

• Defining the parameters of style– Complexity: minimal <> complex– Representation: realist <> abstract– Movement: dynamic <> static– Voice: loud <> understated– Time: contemporary <> traditional– Location: city/country/state/nation/international– Authenticity: authentic <> derivative– Technology: Hi tech <> handmade– Sophistication: casual <> sophisticated


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Evaluating design success

Not picking winners • The best looking designs

are not always the most effective

• Design must be looked at “in context”

• How does the proposed design work against the competition?

• Allows designers to focus on real design issues, not perceived issues

• Design must ultimately achieve a goal. Looks are secondary.



Review in context• Don’t vote• It’s not about

comparing options, it’s about simulating the introduction of new systems

• Use a monadic approach


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EXERCISE:Net Promoter Score

How likely is it that you would recommend this organization to a friend or colleague?

• Promoters (score 9-10)• Passives (score 7-8)• Detractors (score 0-6)


Remember…

You are already a creative thinker.Now become a strategic partner.


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