This is a talk not just focused on sharing data points, facts and figures, but, a discussion on changing our perspective of the world around us, the world we work within and design for. It's a conversation on merging proven models and philosophies with common sense to better allow the best of us to do our best work.
Architecture case study India Habitat Centre, Delhi.pdf
Designing Design Teams
1. Designing Design Teams
A rant, a rave and a reality check on how we build creative teams,
manage collaboration and fuel the inspiration inside.
2. Peek Behind the Curtain
It is imperative that we first understand the business of people,
before we sympathize with the people in business.
3. Set Perspective
We have to understand that everything has to do with anything,
and, anything has to do with everything.
It’s less about learning facts & formulas,
and more about the application
to both people and life.
4. Set Perspective
We have to understand that everything has to do with anything,
and, anything has to do with everything.
It’s less about learning facts & formulas,
and more about the application
to both people and life.
5. Revealing the Magic
The world of business often first looks past the human-element:
• People are seen as “Resources”
• Resources are expected to be “Productive”
• Productivity produces “Profits”
• Profits increase with “Efficiency”
7. We are all not Equal
To begin understanding the unique dynamics of the creatives behind creativity,
we must first acknowledge that the work force is inherently unfair.
8. Natural Inequality
We struggle to make accommodations for specific groups,
yet, we forget that accommodations already exist:
• Developers are provided with higher salaries
• Accountants require less ongoing training
• Sales teams are given expense accounts
• Some get a $600 IBM and others a $2,000 Mac
9. Accommodating Creatives
We are different. We work differently, we think differently and our industry evolves
at a pace that is radically different; we must embrace this difference.
10. Designing :-)
Be less focused on building world class products,
be more focused on building world class teams.
11. The Objective
Find great talent, create an environment in which great talent can do great work.
Great talent doing great work produces world class products.
14. What We Do When We Do It Where We Do It
Creative Fulfillment
Passion is our fuel, inspiration pushes us forward and we can’t turn it off.
Great talent is egoless, avoids politics and cares simply about:
15. Are You Happy?
Downton Abby
Season 2, Episode 8
It’s a bullshit question that almost always returns a bullshit response.
We often fail to understand the question and are fearful to be truthful.
16. The Happiness Spectrum
Irreversibly Unhappy
There is no turning back.
Happy to be “Not Unhappy”
Where most of us spend our time.
Unsustainably Happy
Temporary love for the job.
We must know when to let go and we must remember that a raise, promotion or
special project is not a long-term solution to an unhappy problem.
36. Success is based on the Math
We love the idea of the concept, and we love the product of the concept.
But, is it successful? And, how do we measure that?
37. What are we Doing Here?
Let us focus on the “What We Do It”
38. Theory X
Assumes employees are by nature lazy and avoid work and
therefore need to be closely supervised and controlled.
The Human Side of Enterprise
by MIT professor Douglas McGregor
39. TheoryY
Assumes that most people enjoy mental and physical activities,
want to be creative, and want to succeed at work. Given the right
conditions, employees will seek out and accept responsibility and
exercise self-control, self-direction and creativity.
The Human Side of Enterprise
by MIT professor Douglas McGregor
41. Great talent are naturally
“Above Optimal” performers.
Those designers to which “the bar” is not the point of delivery.
But, rather the base-line starting point for the minimum expectation.
43. Above-Optimal Utilization
There is a percentage of our time optimal for an opportunity to:
Pool Resources
maximize down-time for group benefit
Inventory Management
produce forward to stay ahead of schedule
Self-Management Satisfaction
have greater ownership over creative endeavors
Collaborative Environments
work with teams outside the norm
Enhance Skill-sets
work with skills beyond the day-to-day
Supply Chain Efficiency
ensure inherent organizational synergy
46. Where do our best ideas form?
The answer is never “in the 5th floor conference room at 10am”.
Our best ideas usually come to us elsewhere:
• While jogging or in the shower
• Right before bed or as soon as we wake-up
• When we’re thinking about something else
53. Understanding why something was
successful is fundamentally different
than simply copying the steps that
were taken to achieve that success.
“
54. The Designer’s Dilemma
The question asked most often by designers is ...
Why don’t we have a seat at the table?
55. Vernacular
“ The primary issue within any organization
almost always comes down to communication. ”
56. Remotely Relevant
Marissa Mayer: The Future of Yahoo!
I’m not making this shit up, we’re in the middle of the “talent wars”.
It’s about harnessing the energy created from talent and passion.
58. I believe that design managers
should be focused more on their
people than their portfolio.
“
59. I believe that leaders lead
designers to great solutions
rather than provide their solution
in front of those they lead.
“
You do not lead simply because you’ve stepped in front of someone else and they followed suit.
60. I believe that creatives’ unique
inspiration driven nature and
passion leaves us easily susceptible
to burnout and disengagement.
“
A nature that is unfortunately often overlooked by ignorance and left to malnourishment
61. The pit crew pays little attention
to the finish-line, their focus is on
ensuring the car and the driver
simply get there.
“
Output is a measure for success, when it’s the focus, the crucial resources to get you there break-down.
62. We’re Different Dammit!
The way we work is different, and is the way we hire, the way we communicate,
the way we collaborate, as well as the way in which we learn and grow.
• We must advocate to be our own HR team
• We must fight for our own budgets
• We must take better control of our own Comms
• We must learn to run our team like a business