Then, Now, Next: Evolution of Design Business

THEN, NOW, NEXT: EVOLUTION OF DESIGN BUSINESS mynameisjoshsilverman.com @jhsilverman

I. HELLO, I’M JOSH

S C HWADE S I g N

Startnership delivers real value – fast. We do it for a fixed fee, on a fixed timeline. Customers deploy as needs dictate. 2 5 10 DAYS DAYS DAYS Deliverables may include: Pitch deck, investor deck, content strategy, coaching. Deliverables may include the preceding, plus: key messages, identity, wireframes, landing page. Deliverables may include the preceding, plus: simple site, onboarding flows, motion graphics, explainer video, roadmap, full functional prototype.

Everything takes shorter Startnership Week $ $ $ 0 1 2 $$ $$ Agencies / Freelancers 3 5 8 13 21 34 55+ $$ $$ $$ $$ $$ $$

“Good design is good business.” Thomas Watson, Jr Former President, IBM Armonk, NY

I. THEN

II. NOW

“Design at the beginning has impacted everything.” Joe Gebbia, @jgebbia Co-founder, CPO, Airbnb San Francisco, CA

Source: Mayun Kaluthantri, Provocateur of Innovation, Business Designer

“People now make their own brands – not for profit, or shareholder value – but for a mission, using a message, to spark a movement. This democratization of brand tenets shifts power and control to the individual.” Debbie Millman, @debbiemillman Chair, Masters in Branding Program, School of Visual Arts Founder, Design Matters New York, NY

DESIGN IS FOR PEOPLE.

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

• • • • • • Cross-team relationships Alignment on common purpose Known & socialized process Decision making transparency Clear success criteria Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

III. NEXT

START WITH WHY.

DECODE THE PEOPLE LAYER

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

“Culture is everything you think doesn’t matter.” Josh Higgins, @johnwhiggins Executive Creative Director, Facebook Menlo Park, CA

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

“The limiting factor to performance isn’t how hard an individual can work, or how smart they are, but how well a whole team works together.” Braden Kowitz, @kowitz Co-founder, Range Labs San Francisco, CA

• • • • • Optimal performance conditions Channel preferences Internal alignment Flow for employees Mentoring program • • • • • Design principles Culture builds trust Socialize your resources Keep tools & workflows current Learning mindset

@anatinge

IV. TAKEAWAYS

1 DESIGN IS NEVER DONE.

2 SELLING IS GREATER THAN TELLING.

• • • Tell them what you’re going to tell them. Tell them. Tell them what you told them.

• • • Tell them what you’re going to tell them. Tell them. Tell them what you told them.

• • • Sell them what you’re going to sell them. Sell them. Sell them what you sold them.

YOU THEM FEATURES BENEFITS

3 USERS ARE PEOPLE.

Laurie Voss @seldo The older I get, the more every problem in tech seems to be a matter of getting humans to work together effectively, and not tech itself. 136 2,162 5,680 22 Aug 2017

4 A LOT OF WORK IS NOT AESTHETIC.

Josh Silverman @jhsilverman #Design Twitter: What percentage of your work would you say is visual or aesthetic? 28 Sep 2017

5 OPTIMISM RULES.

“My invitation: consider how design might be a city and country-wide mission, and how design contributes to your goals for growth and innovation in the 21st century. Find & share resources at aiga.org.” Julie Anixter, @julieanixter Executive Director, AIGA New York, NY

“Emerging markets can leverage technologies in more disruptive ways because they don’t have to worry as much about resistance to change.” Saul Kaplan, @skap5 Founder and Chief Catalyst, Business Innovation Factory Providence, RI

6 DIVERSITY BY DESIGN

“The purpose that diversity shares with design is creating for someone else. If you’re creating for only one user, you’re not affecting as much change as you could.” Candi Castleberry Singleton, @candi VP of Intersectionality, Culture, and Diversity, Twitter San Francisco, CA

7 “SOFT” SKILLS PERSIST.

Bo Ren @bosefina In Silicon Valley I used to think being too “human” was a weakness. Too empathetic, too emotional, too vulnerable, too feminine. Now I wear “human” was a badge of honor. The future lies in humanists building a human layer on top of technology. 44 766 2,625 9 Nov 2017

THANK YOU! mynameisjoshsilverman.com @jhsilverman

V. WORKSHOP TIME

• • • • What’s your proudest achievement? Greatest learning? What’s a venture you’ve always wanted to pursue? What’s an opportunity you see that no one else does? What’s something that frustrates or annoys you that could be flipped?