New book, “Design is Not a Matter of Taste, It’s a Business”, is now available on Amazon and iTunes
In this book, the 1st in the Progressive Design series, I’ll explain how design can transform you as an executive, as an entrepreneur, as a manager or as a developer. Even further, I’ll explain how design is an enterprise transformation, not a change. Design is not just for the designer, but for anyone involved in the design process, seeking sustaining design opportunities or new market disruptions.
I’ll show you how you think and how your thoughts can be translated into the people around you, trusting your point of view and how we all think differently, on the subject of theoretic design.
I’ll define the four principles of design. First, your perception and how to communicate. Secondly, your challenges and how to frame them, asking the hard and difficult questions. Thirdly, your achievements for creating resonating and measurable designs, in a search for the true work, your answers. Finally, your management, the product principles and visionary culture, that will support this theory and methodology.
Progressive design is a theory, an ideology, supported by a methodology, a template for creating resonating design through visionary people, cultivated teams, interdependent departments and entrepreneuring companies. This template can be applied to any structure, from startups to fortune 500 enterprises, from lean and agile techniques to static and rigorous processes. This template is not a static and complete solution, it is a recipe for creating outstanding designs, which you can adapt to your existing culture and processes.
Understanding advanced mathematics, technics or research studies is relatively easy to achieve, but the ability to understand your perception and transcend your creative vision on a white board, is an extraordinary skill that only emphatic people can master. These skills are often overlooked or hard to put into a process, as they are typically intangible and unmeasurable. Even worse, few people master these abilities and find themselves ostracized in data driven organizations who can’t fable or relate the emotional skills, as they don’t fit into the measurable scheme.
We must let design be all that it can be, a process build on both data and emotions, restraints and visions, knowledge and experiments. We can’t follow the easy and simple process that is know today, multiple theories and methods on how to exclude what is inconvenient. We must include and be empathic, balance the process and our aspirations.
To every weakness, there is a strength. To every light, there is a shadow. To every obstacle, there is a solution. Nothing is gained for free, but knowledge will always succeed. These are the fundamental laws of design, as a balance must be kept.
This book is written on decades of knowledge with digital, industrial and conceptual designs, for the highest achieving brands in the world. It will explain how design can be implemented as a business model, progressively, approaching design transformation in four steps, grading your company and its design initiatives.
The first step, is an organization who has no design implementation at all, creating products that resembles tools, packed with features to solve every conceivable use-case. This common step among production houses only deals with the challenges, the critical and data driven approach.
Secondly, when design is a style, creating products with a gab between the features and the users expectations of design. This common step among design agencies only deals with the achievements, creating surface design, that fools the user to bond with the surface, only to discover the hollow center, the incomplete function and story.
Thirdly, using design as process, building through phases, creating substance and validation. This common and modern step only deals with the management, engineered to fix the problem, without solving the issue, the department interdependencies, perceptions and culture. These companies implement a design process for category management, where each category is solution based, instead of story based. If the category is based on results, you keep working from the customers end point, instead of turning it around, working from the customers starting point, creating categories based on customers desires to solve a situation.
Fourth, using design as an overall business model, implemented on an executive level, measuring your investments and producing resonating products, improving your growth, customer loyalty, organizational culture. This step deals with design as it was meant to be, an ideology; enlightening your business models, employee knowledge and customer believe. It implements multiple processes, combining them into the four principles, covering all angles of design.
Many known and popular design processes are trying to fix the problem from different angels, like lean manufacturing, agile sprints and innovation technics. But the problem is greater then one process, it’s greater then one angle and must be dealt with at its core, understanding each other through superior knowledge.