On approach, I’m warned by most clients that this will be a very tricky design problem, very hard to get right and of course, utterly imperative to the business that we do so.
And, at first glance, often this appears to be the case.
It’s been my experience that the main reason most designs go unsolved is not the lack of talented designers or their interest in solving the problem. Instead, the problem is with the organisation themselves - their inability to allow themselves to implement the right design, or even any good design.
Many times I’ve suggested a design approach only for the in house designer on the team to literally pull the design from their desk drawer or computer and to tell me how they tried to get the organisation to go this way two, three, maybe four or five years ago. They tried and tried, had no success, and filed the design away so they can get on with the work the organisation deemed acceptable or appropriate. It’s kind of depressing, and almost embarrassing when my main role is to advocate for work that was actually done years before I appeared. And sometimes it works.
Politics and egos are the main reasons that great design goes awry – either it is never presented (because presenting it is a risk to those egos and would be not wise politically), or it is presented and dismissed, or it is presented and then changed such that egos are not wounded and the politics are in tact, the design integrity is hardly a passing consideration.
Organisation processes and complexity are another common killer. As more and more, the digital products replace the previous products and functions of the organisation, this requires a transition in how things should be done that most organisations are unprepared for an unwilling to support. They’d rather keep doing things the way they always have, and craft a design that doesn’t trouble their processes or require additional resources. You know you’re designing for an organisation on the way out the back door when you come across this – disrupt yourselves or be disrupted, Peter Drucker, amongst others, has been telling us this for half a century (or more). Still, it can be surprisingly hard to do. We don’t like change and the changes required often threaten the existing egos and power structures. See above.
At first glance, the solution is strategy. Get more designers higher up the food chain and involved in the creation of strategies that would guide an organisation to make better decisions. Sounds right, but the reality is different. Most places I encounter these problems have all kinds of strategies talking about how important design and the end user is to them. They all handwave the right way, but the execution doesn’t match the strategy. This is the reality we live in – almost every organisation you come across is loudly proclaiming their interest in the customer experience and surveying you within an inch of your life to prove it. They’re talking about the importance of design and hiring expensive designers (who are then nobbled by the organisation). None of this matters if the execution, the tactics, don’t fit the strategy. And most often, it doesn’t.
I’ve tried approaching this two ways – firstly playing the politics and trying to get involved higher up, spending lots of time in meetings, or secondly: just executing – making things that actually live out the strategy that mostly lives on posters and induction manuals and giving the higher ups a better choice to make, giving them a good choice to make not expecting them to get there on their own and then brief the design team. These days I don’t get too much feedback throughout the design process (forget wireframes) – make it and then iterate. It’s been the second approach that has worked better.
‘Show, don’t tell’ is a design principle that seems to work well in design practice as well.
It saddens me how many great design solutions are hidden away in filing cabinets. It’s not enough to know the right answers, the real design challenge is in getting the organisation to adopt and implement and maintain (a whole other challenge) good design. It feels to me like we need to focus on this more.