Finding Charisma: The Secrets To Becoming Design Oriented

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The phrase design-driven seems to be used a lot these days and companies everywhere are touting their “design-driven culture”. What does that mean? For a lot of companies it means having an awesome design team, simple user experiences or awe inspiring design. The reality is that these views couldn’t be further from the truth. Being design-driven means creating a culture that centers on people and drives a share understanding of what it takes to make your company truly lovable. In this session Kelsey Ruger will share insights on the steps you can take embrace design by systematically making it a part of your company’s culture. You’ll learn the critical components you will need to build and maintain a culture of design.

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Finding Charisma: The Secrets To Becoming Design Oriented

  1. THE SURPRISING SECRET TO BECOMING DESIGN DRIVEN KELSEY@THEMOLESKIN | @THEMOLESKIN FINDING CHARISMA
  2. FLOAT LIKE A BUTTERFLY. STING LIKE A BEE.
  3. WHAT CAN THEY TELL US ABOUT DESIGN?
  4. APPLE IPOD COMMERCIAL [VIDEO]
  5. OMG. THAT WAS FREAKIN’ AWESOME! We need something like that!
  6. WE SEE THE FEATURES OFFERED
  7. GALAXY SIII COMMERCIAL [VIDEO]
  8. COMPANIES THAT OFFER LOTS OF OPTIONS OFTEN STRUGGLE TO FIND DIFFERENTIATION. DIFFERENTIATION COMES FROM CLARITY OF WHY, NOT EXCESS OF WHAT. - SIMON SINEK IT’S NOT JUST ABOUT FEATURES
  9. A DIFFERENT VIEW OF DESIGN
  10. BECOMING DESIGN DRIVEN REQUIRES A SHIFT FROM FOCUSING ON OUTPUTS TO FOCUSING ON THE INPUTS. MORE SPECIFICALLY HOW WE THINK. SECRET #1: THINKING NOT DOING Doing Thinking What can we build? What motivates?
  11. BECOMING DESIGN DRIVEN REQUIRES A SHIFT FROM FOCUSING ON OUTPUTS TO FOCUSING ON THE INPUTS. MORE SPECIFICALLY HOW WE THINK. SECRET #1: THINKING NOT DOING Doing Thinking What can we build? What motivates? ACTIVE VS. PASSIVE
  12. AGRICULTURAL (FARMERS) INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) 18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY ATG(AFFLUENCE,TECHNOLOGY,GLOBALIZATION)
  13. EVERYTHING IS SHIFTING INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS)
  14. EVERYTHING IS SHIFTING GOODS INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) Service Experience
  15. EVERYTHING IS SHIFTING GOODS INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) Service Experience “I can’t start my day without a visit to Starbucks” “The best part of waking up is folgers in your cup” “Want a cup of coffee for breakfast?”
  16. EVERYTHING IS SHIFTING GOODS INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) Service Experience “I can’t start my day without a visit to Starbucks” “The best part of waking up is folgers in your cup” “Want a cup of coffee for breakfast?” 4p marketing: product, place,promotion, price. focused on a market need. focused on selling goods. commodities very profitable new ps Participants, process and physical evidence to fill an experience need.
  17. EVERYTHING IS SHIFTING GOODS INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) Service Experience “I can’t start my day without a visit to Starbucks” “The best part of waking up is folgers in your cup” “Want a cup of coffee for breakfast?” 4p marketing: product, place,promotion, price. focused on a market need. focused on selling goods. commodities very profitable new ps Participants, process and physical evidence to fill an experience need. EXTRINSIC MOTIVATORS PRICE FEATURES PRODUCT QUALITY ! UTILITY
  18. EVERYTHING IS SHIFTING GOODS INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) Service Experience “I can’t start my day without a visit to Starbucks” “The best part of waking up is folgers in your cup” “Want a cup of coffee for breakfast?” 4p marketing: product, place,promotion, price. focused on a market need. focused on selling goods. commodities very profitable new ps Participants, process and physical evidence to fill an experience need. EXTRINSIC MOTIVATORS PRICE FEATURES PRODUCT QUALITY ! UTILITY INTRINSIC MOTIVATORS FEELING PERSONAL GOALS SOCIAL GOALS ! SIGNIFICANCE
  19. AGRICULTURAL (FARMERS) INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) 18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY HOW DOES THIS RELATE TO INTRINSIC MOTIVATORs?
  20. AGRICULTURAL (FARMERS) INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) 18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY PRODUCTIONANDCONSUMPTIONHAVECONTINUALLYINCREASED SATISFACTIONHASN’TINCREASEDINKIND
  21. AGRICULTURAL (FARMERS) INDUSTRIAL (FACTORY) INFORMATION (KNOWLEDGE) CONCEPTUAL (CREATORS& EMPATHIZERS) 18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY PRODUCTIONANDCONSUMPTIONHAVECONTINUALLYINCREASED SATISFACTIONHASN’TINCREASEDINKIND THIS IS WHERE THE OPPORTUNITIES LIVE
  22. THE RISKS OFFER EXPONENTIAL RETURNS It’s not really very scientific but there are two things that companies who succeed at being design driven understand fundamentally. PEOPLE BUY MEANING NOT PRODUCTS IT DOESN’T START WITH AESTHETICS Design thinking is more about psychology than appearance.
  23. WHAT DOES IT MEAN TO BE DRIVEN? WHY DO COMPANIES WANT DESIGN? LOGIC MAGIC DESIGN GAP
  24. REBIRTH OF SLICK I focused on why design is cool, and why it will make people love your company
  25. REBIRTH OF SLICK I focused on why design is cool, and why it will make people love your company I DIDN’T TALK ABOUT HOW THEY DO WHAT THEY DO. THAT GAP CAUSES PEOPLE TO FOCUS ON A RESULT
  26. LIKE THIS….
  27. HOW DO YOU FILL THE GAP TO GET THE RESULTS?
  28. HOW DO YOU FILL THE GAP TO GET THE RESULTS? The People? + The Process? + The Culture?
  29. IS IT ABOUT THE PEOPLE?
  30. WHO IS THIS GUY?
  31. YEP. SAME GUY.
  32. DON’T FOCUS ON JUST THE PEOPLE Hiring great designers isn’t the path to becoming design driven. You will need designers, but it’s more about how designers think. Method: Start by regularly asking yourself three question: What have we tried? What have we learned and what do we do with this information?
  33. IS IT ABOUT THE PROCESS?
  34. IT’S ABOUT GOOD PROCESS Good process helps increase talent productivity. Avoid replacing good management and communication with rules & processes that cover up a problem instead of addressing it directly. Instead focus on processes that help talented people get their work done. Method: Does your process attempt to maintain command & control, slow down work unnecessarily, attempts to replace a human interaction?
  35. PROCESS ISN’T WHAT WE THINK ! ! ! What is our current business model? What are our core competencies? What features could we offer? What other channels could we use? What customers would we sell to? TRADITIONAL INSIDE-OUT VALUE CHAIN PERCEIVED CUSTOMER VALUE =FUNCTIONAL BENEFITS- FINANCIALCOST ! ! ! PERCEIVED CUSTOMER VALUE = EMOTIONAL BENEFITS - HASSLE FACTOR EXPERIENCE BASED OUTSIDE-IN VALUE CHAIN What design would create defensible profits? What do we need to do to execute that design? What could we offer to solve the problem? What ecosystem exists to meet those priorities? What customers do we want? What are their priorities?
  36. IT MUST BE THE CULTURE…
  37. CULTURE IS ABOUT THE OUTWARD APPEARANCES The written rules, structure, buildings, benefits, mission statements, perks and other man-made things usually associated with culture are merely the artifacts of culture. They are not culture in themselves. Method: The culture is the people and their aspirations, motivations, energies and desires. That means all the beliefs, values, and attitudes that characterize how a particular group of people functions.
  38. CHANGING CULTURAL THINKING THE INNOVATION IMPERATIVE
  39. WHAT IS IT THAT DRIVES YOU AT THE CORE? ACTION #1: WHAT DO YOU BELIEVE?
  40. WHAT IS IT THAT DRIVES YOU AT THE CORE? ACTION #1: WHAT DO YOU BELIEVE? APPLE: CHALLENGE THE STATUS QUO NIKE: INSPIRE THE WORLD TO PUSH BEYOND THEIR BOUNDARIES DISNEY: TO PROMOTE GOOD CLEAN FAMILY FUN. ME: INSPIRE PEOPLE TO USE THEIR NATURAL CREATIVITY TO IMPACT THE WORLD
  41. BASED ON YOUR BELIEFS WHAT VALUES DRIVE THE WORK YOU DO, AND THE PRODUCTS YOU PRODUCE? ACTION #2: WHAT VALUES DO YOUR BELIEFS DRIVE?
  42. BASED ON YOUR BELIEFS WHAT VALUES DRIVE THE WORK YOU DO, AND THE PRODUCTS YOU PRODUCE? ACTION #2: WHAT VALUES DO YOUR BELIEFS DRIVE? FOCUS ON THE USER YOU ARE NOT THE USER ACTION OVER THINKING PRACTICE INSTEAD OF PREACH GET UP AND GET OUT YOU DON’T HAVE TO HAVE ALL THE ANSWERS YOU CAN BE SERIOUS WITHOUT A SUIT WEARING A SUIT CAN STILL BE FUN
  43. WHAT BEHAVIORS ARE DRIVEN BY YOUR VALUES? ACTION #3: VALUES LEAD TO WHAT BEHAVIORS? PROTOTYPING AGILE METHODOLOGIES LEAN START-UPS DESIGN THINKING
  44. BELIEFS VALUES BEHAVIORS CULTURE CHOICES ARTIFACTS MAKE BETTER CHOICES Being design driven means making different choices that are the result of culture. People  Engaged   Process  Improve   Passion  Inherent Better  Outcomes
  45. WHAT DOES IT MEAN TO BUILD BUILDING THROUGH BETTER CHOICES
  46. THERE IS NO ALGORITHM FOR AWESOME. -NORDSTROM INNOVATION LAB
  47. WHAT’S THE FOUNDATION? ! People talk about their experiences with design driven companies as if they were relationships. SIGNIFICANCE BEAUTY CONNECTION RICHNESS FULFILLMENT GROWTH WHOLENESS TRUTH These are elements of extreme emotional engagement
  48. THREE LENSES OF INNOVATION DESIRABILITY FEASIBILITY VIABILITY START HERE END HERE What are the tangible components of desirability. Once we have identified a range of what is desirable, we look at feasibility and viability.
  49. CHARISMA INGENUITY BEAUTY
  50. CHARISMA INGENUITY BEAUTY
  51. CHARISMA EMPATHIZING STORYTELLING REFRAMING Understanding Inspiring Idea Creation YOU MAY HAVE ALL THE FEATURES & ‘TRICKS OF THE TRADE’ DOWN. YOUR AUDIENCE WON’T CARE IF YOU DON’T KNOW HOW TO MAKE THEM CARE. SECRET #2: CHARISMA IS FUNDAMENTAL REFOCUSINGENVISIONINGADAPTING
  52. ORGANISMS OVER MECHANISMS DO YOUR WORK LIKE A START-UP TIMEBOX YOUR ACTIVITIES FACILITATORS NOT EXPERTS SOLVE PROBLEMS LIKE A DESIGNER EVERYONE CAN BE A CREATIVE TOOLS OF THE CROWD NOT THE OFFICE FOCUS ON THE JOBS TO BE DONE DON’T FIX THE MACHINE WHILE IT’S RUNNING BIG BRAIN. LITTLE BODY. DEGEEK YOUR INNOVATION OLD ISN’T ALWAYS BAD KNOW YOUR RULES & ASSUMPTIONS CONSIDER NEEDS & OPPORTUNITIES MAKE YOUR PROCESS SKETCHY EXPLORE QUESTIONS NOT FEATURES
  53. FOCUS ON JOBS TO BE DONE
  54. FOCUS ON JOBS TO BE DONE Method: Identify the social, emotional and functional components of the jobs that your audience are to get done. Create a “How might we” question for each of these. Consumers and users will rarely alert you to opportunities that haven’t seen yet. Overwhelmingly, they will answer based on how a market exists today. Jobs to be done help you divine those opportunities from the gaps in user experience.
  55. EVERYONE IS CREATIVE
  56. EVERYONE CAN BE A CREATIVE Creative is an adjective not a noun. Don’t think of designers as the only people who can be designer thinkers. Engage technologists and business leaders in the same way you engage designers. Method: Once you have a properly framed challenge find someone who isn’t an expert in the domain you are exploring, ask them how they might address the problem. Ask them to be visual and add stories if possible.
  57. WHAT CAN THEY TELL US ABOUT DESIGN? STEP #1: SHIFT FROM OUTPUT TO INPUT STEP #2: FOCUS ON REAL CULTURAL ALIGNMENT STEP #3: USE CULTURE TO BUILD CHARISMA
  58. Kelsey Ruger @themoleskin kelsey@themoleskin.com THANK YOU!

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