Example Organizational Models for Design Businesses
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Example Organizational Models for Design Businesses

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An organizational model describes how your studio employees work together: how tasks are delegated to people, how people collaborate to complete projects and who supervises the work to make sure ...

An organizational model describes how your studio employees work together: how tasks are delegated to people, how people collaborate to complete projects and who supervises the work to make sure it’s great. It should be a reflection of how your studio earns revenue—the mix of types of work and products created for your customers—and of your studio philosophy. This document visualizes illustrations of common organizational models for certain types of design businesses. This content is referenced on page 264 of Success by Design: The Essential Business Reference for Designers by David Sherwin, published by HOW Books. Get the book at http://amzn.to/successbydesign

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Example Organizational Models for Design Businesses Presentation Transcript

  • 1. Example OrganizationalModels for DesignBusinessesBonus Content for readers ofSuccess by Design: The EssentialBusiness Reference for DesignersDavid Conrad + David Sherwin 1
  • 2. Does your business have an organizational model? They are reflections of revenue and philosophy. Here a few quick examples.Organizational Models David Conrad + David Sherwin 2
  • 3. CHAIN OF COMMAND organizational model Where it works: •  pecialized functions for employees S YOU WILL DO MY BIDDING. (a.k.a. assembly line work model) •  an be modified to encourage C cross-department collaboration PRINCIPAL Where it doesn’t work: • Small to mid-sized studios CREATIVE ACCOUNT DIRECTOR ACCOUNT • Multiple principals DIRECTOR DIRECTOR DIRECTOR OF TECH. • Poor management UX/UI ART ACCOUNT DEVELOP- ACCOUNT DESIGN DIRECTOR MANAGER MENT LEAD MANAGER LEAD VISUAL UX GOFER + DEVELOPER DESIGNER DESIGNER LACKEY PRODUCTION YESSIR! JR. ARTIST DEVELOPER SOURCE: CAMERON FOOTEOrganizational Models David Conrad + David Sherwin 3
  • 4. COACHING organizational model Where it works: • Small to mid-sized studios •  eam members are stronger T GO TEAM GO! than the principals, own projects, see the big picture Where it doesn’t work: PRINCIPAL • Studios with 25+ people •  rincipal doesn’t delegate P CREATIVE •  eam isn’t rewarded for T DIRECTOR greater ownership Poor coaching just ART SENIOR ACCOUNT ART ACCOUNT FLASH creates a chain-of- DIRECTOR DESIGNER DIRECTOR MANAGER DEVELOPER MANAGER command model. JR. INTERN DESIGNER SOURCE: CAMERON FOOTEOrganizational Models David Conrad + David Sherwin 4
  • 5. associate organizational model Where it works: • Small to mid-sized studios •  reative leads take stake C WELCOME TO THE CLUB. in company, earn comission and/or profit •  rincipal earns less profit P PRINCIPAL year over year, but business is supported more by staff Where it doesn’t work: ASSOCIATE ASSOCIATE ASSOCIATE •  rincipal doesn’t delegate P properly to associates ART ACCOUNT PROJECT ACCOUNT •  ower-level staff isn’t L DIRECTOR MANAGER DEVELOPER MANAGER promoted to associate Also known as a collective JR. INTERN when there is no talent pool. DESIGNER TALENT POOL SOURCE: CAMERON FOOTEOrganizational Models David Conrad + David Sherwin 5
  • 6. incubator organizational model A design studio that also functions as a product + service incubator. Often ITUNES APP STORE, split 50/50 between HERE WE COME! personal and client work. Where it works: PRINCIPAL •  tudio is structured to S earn revenue from apps, sites, ads, products, etc. BUSINESS/ APP GURU •  roper balance between P billings and studio projects Where it doesn’t work: DESIGNER/ DEVELOPER/ ACCOUNT DESIGNER/ ACCOUNT UX/SITE TECH MANAGER ACCOUNTING MANAGER •  verhead for product O ADMIN. SUPPORT isn’t covered by billings •  o business plan or N INTERN/ KEEPER OF acumen outside selling TWITTER design servicesOrganizational Models David Conrad + David Sherwin 6
  • 7. HYBRID organizational model Small design studio that can mix, match, and experiment with various other models. PRINCIPAL PRINCIPAL PRINCIPAL Where it works: • Tight-knit, collaborative staff JR. INTERN, DESIGNER ETC. • Low head count •  illingness to experiment, W test, and iterate models fast PROFIT COLLECTIVE PRODUCT •  kin in the game S SHARING LEADERSHIP INCUBATION Where it doesn’t work: FREELANCE FLAT EVENT STAFFERS ORG PRODUCTION • nitial revenue streams I of the studio aren’t strong ART STOCK FANCY •  ack of shared responsibility L GALLERY CREATION CUPCAKES •  urnout if treated too much B like a startup design firm INGREDIENTSOrganizational Models David Conrad + David Sherwin 7
  • 8. Bill for time Mark up Capital investment Produce & sell direct Lease resources Monetize IP Sell off Alignment between revenue and staffing PRINCIPAL is critical! ART SENIOR ACCOUNT ART ACCOUNT PRO- DIRECTOR DESIGNER DIRECTOR MANAGER MANAGER GRAMMER JR. DESIGN DESIGNER INTERNOrganizational Models David Conrad + David Sherwin 8
  • 9. Bill for time Mark up Capital investment Produce & sell direct Lease resources Monetize IP Sell off Diversifying revenue or hiring may change PRINCIPAL your org model… BUSINESS/ APP GURU DESIGNER/ DESIGNER/ DEVELOPER/ ACCOUNT DESIGNER/ ACCOUNT OFFICE UX/SITE UX/SITE TECH MANAGER ACCOUNTING MANAGER MANGER ADMIN. ADMIN. SUPPORTOrganizational Models David Conrad + David Sherwin 9
  • 10. learn more:sbdbook.combuy the book:amzn.to/successbydesignDavid Sherwindavid@changeorderblog.com@changeorderDavid Conraddavid@designcommission.comdesigncommission.comMore about business + process of design:changeorderblog.com©2012 David Sherwin and David Conrad. All rights reserved. No duplicationwithout written permission of the author. Examples shown are for illustra-tive purposes only, and should not be substituted for hiring professionals forthings like accounting, bookkeeping, and other critical stuff. Be well and letus know how it goes. 10