I read something recently about a person who headed design in a very large organization. In their practice, design worked across business units and discrete teams to solve a broad array of problems.
Since they couldn’t work on every design problem in a large enterprise organization, they had to be discerning about what to take on. They said they chose projects based on two criteria:
- Does the team involved love design, want design, and know how to act on design?
- Is there an abject disaster at play, where design is possibly able to salvage that arm of the business?
Everything else was declined.
This week, for paid members
- This week’s paid lesson is about change management. Since design is a form of leveraged power, what structural changes are we capable of creating within an organization?
- Our design of the week covers the least interesting thing about the most interesting store.
- And finally, we’ve announced our monthly office hours, a week from today, April 16, at 1p CDT. Come and chat with us about all value-based design topics!
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Links
- Design is a form of leveraged power.
- Instead of buying bad design, consider buying design that has an impact, instead? Goodness.
- The month in DTDT.