Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world.
+1 212 318 2000
Europe, Middle East, & Africa
+44 20 7330 7500
+65 6212 1000
I was in London last week, and attended a breakfast meeting at the Design Council, the UK’s “national strategic body for design”, which is funded by the government and which does a pretty good job of promoting the importance of design to business in both theoretical and practical terms. (See Kerry Capell’s piece for specifics on the Designing Demand program, which helps small businesses use design strategically to build their firms.)
Three people, including Paul Edwards, senior design manager from Virgin Atlantic and Mat Hunter, the London partner at IDEO, briefly gave their take on design leadership. The ensuing discussion was a little all over the map, with apparent ongoing confusion among designers about how to define their role. (Note to designers — please stop the navel gazing and just get on with it. You have earned your place at the table. Business leaders are taking you seriously. Now prove your worth.)
So that’s probably why I was taken with the views of Ralph Ardill, Founder and CEO of The Brand Experience Consultancy, who said firmly “the number of designers I hear who say a client is a nightmare or a project is a nightmare. Get real! Design is change. It will hurt and you should expect it to hurt.”
For a long time, Ardill worked at Imagination, one of the first firms to understand that experience, not product, is at the heart of everything a designer does. These days he works with the C-suite on long-term projects that make a difference. And he was smart, down to earth and had some slick aphorisms for all to bear in mind.
After the jump: some of Ardill’s tenets for good business and good design leadership.
Empathy & the Extra Mile
-- This one really resonated with me. Falling at the last hurdle is such a common business failure. You just feel like you can't give any more so you give up, just at the moment you should be sticking to your guns and ensuring that things don't fall through the gaps... Managing to galvanize yourself and your colleagues to make it to the end of a project with head held high is critical. Inspirational leaders make that easier.
Excite & Evangelize
-- Keep the why alive. Because it can be easy to forget, 6 months in, why you're doing a project.
Success & Sharing
-- Because there's no 'i' in "team". And there's no 'i' in "leader", either.
Happy & Hungry
-- Projects have a happiness quotient. Positivity breeds productivity.
Inspiration & Ingenuity
-- Go and look for inspiration. And know when to say no -- or you don't know.
What comes next? The Bloomberg Businessweek Innovation and Design blog chronicles new tools for creativity and collaboration, innovation case studies in both the corporate and social sectors, and the new ideas that have the power to change the way things have always been done.