Designing the Talent - A Look at Producing Next Generation Talent - XD 2017

Design has never been in greater demand. Businesses, government, and communities look to designers to help re-frame and solve problems in creative and innovative ways.

UT Dallas’ School of Arts, Technology, and Emerging Communications' new programs and pathways in design are teaching the next generation of designers about intentional future-making.

experiencedriven.com/events

Transcript

1. DESIGNING THE TALENT:
   A LOOK AT PRODUCING NEXT-GENERATION TALENT

   FOR YOUR TEAM
   Cassini Nazir
   Clinical Associate Professor
   Director of Design, ArtSciLab
   UT Dallas
   

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2. KEY TECHNOLOGY TRENDS
   1
   Shaping our present and future
   FINDING & KEEPING TALENT
   2
   Priorities for your team
   DESIGNERS OF TOMORROW
   3
   What we’re up to
   

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3. KEY TECHNOLOGY TRENDS
   1
   Shaping our present and future
   

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4. KEY TECHNOLOGY TRENDS
   1
   WORK went DIGITAL.
   1970 1980 1990 2000 2010 2020 2030 2040 2050
   Personal Computers
   1960
   

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5. KEY TECHNOLOGY TRENDS
   KEY TECHNOLOGY TRENDS
   1
   PEOPLE got CONNECTED.
   1970 1980 1990 2000 2010 2020 2030 2040 2050
   Personal Computers
   1960
   Internet
   2060
   

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6. KEY TECHNOLOGY TRENDS
   KEY TECHNOLOGY TRENDS
   1
   THINGS are now CONNECTED.
   1970 1980 1990 2000 2010 2020 2030 2040 2050
   1960
   Internet
   2060
   Internet of Things
   Personal Computers
   

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7. Service
   Product
   TRADITIONAL VIEW OF PRODUCTS + SERVICES
   

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8. Service
   Product
   SERVICES NOW A WAY TO DELIVER PRODUCTS
   

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9. Service
   Product
   

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10. iPOD (2001) WAS A PROTO-IoT DEVICE
    iTunes iTunes Store Record companies Artists
    iPod
    Software
    Hardware Networked Service Marketplace
    

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11. PRODUCTS NO LONGER STAND ALONE.
    PRODUCT SYSTEMS
    other PRODUCT SYSTEMS
    PRODUCT-SERVICES ECOLOGY
    1. Product
    2. Smart product
    Software
    3. Smart, connected product
    Remote
    devices
    Software
    4. Product system
    Planters
    Combine
    harvesters
    Tillers
    Tractors
    Farm
    Equipment
    System
    Remote
    devices
    Software
    5. Systems of systems
    Irrigation
    System
    Irrigation nodes
    Irrigation
    application
    Field
    sensors
    Weather Data
    System
    Weather data
    application
    Weather forecasts
    Weather maps
    Rain, humidity,
    temperature sensors
    Farm
    Management
    System
    Seed
    Optimization
    System
    Seed database
    Farm performance
    database
    Seed optimization
    application
    Planters
    Combine
    harvesters
    Tillers
    Tractors
    Farm
    Equipment
    System
    Remote
    devices
    Software
    Products no longer stand alone.
    Product Systems
    + other Product Systems
    = Product-Services Ecology
    —Michael Porter and James Heppelmann, How Smart, Connected Products Are Transforming Competition
    Harvard Business Review, November 2014
    https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition
    +
    =
    

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12. Service
    Product Ecologies
    

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13. KEY TECHNOLOGY TRENDS
    KEY TECHNOLOGY TRENDS
    1
    1970 1980 1990 2000 2010 2020 2030 2040 2050
    1960
    Internet
    2060
    Internet of Things
    Personal Computers Rise of Realities
    THINGS behave like PEOPLE, only BETTER.
    

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14. KEY TECHNOLOGY TRENDS
    1
    THINGS behave like PEOPLE, only BETTER.
    

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15. CONSUMERS DON’T 

    JUST WANT QUALITY PRODUCTS.

    THEY EXPECT 

    QUALITY EXPERIENCES.
    

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16. “This new economy
    also demands 

    new models for work.”
    

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17. What trends are most excited about 

    in your industry?
    What trends are you struggling with?
    DISCUSSION TABLE QUESTIONS — 5 min
    KEY TECHNOLOGICAL TRENDS
    1
    

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18. FINDING & KEEPING TALENT
    2
    Priorities for your team
    

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19. WHAT DO THESE COMPANIES HAVE IN COMMON?
    

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20. Adam D’Angelo, 32
    Andrew Mason, 36
    Matt Salzberg, 30
    Palmer Luckey, 24
    Julia Hartz, 34
    John Zimmer, 30
    Kevin Systrom, 29
    Mike Krieger, 28 Evan Spiegel, 27
    Bobby Murphy, 25
    Drew Houston, 31

    Arash Ferdowsi, 29
    Aaron Levie, 28
    Matthew Mullenweg, 33
    Brian Chesky, 31
    Peter Cashmore, 31
    Ben Silbermann, 31
    Sean Rad, 27
    Daniel Ek, 34
    Mark Zuckerberg, 32
    Patrick Collison, 25
    John Collison, 23
    ALL FOUNDED BY MILLENIALS
    

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21. 1930 1940 1950 1960 1970 1980 1990 2000 2010
    Personal Computers Internet
    Baby Boomers
    1946-1964
    (Census Bureau)
    Greatest Generation/
    Traditionalists
    until 1946
    (Tom Brokaw)
    Gen X
    1965-1982
    (Harvard Center)
    Gen Y
    (Harvard Center)
    Millennials
    1982-2004
    (Strauss and Howe)
    Gen Z
    2004-
    2020
    ages 13-35
    ages 0-12
    Internet of Things
    

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22. UNATTACHED Not closely tied to jobs, brands,
    religious institutions or political parties.
    CONNECTED Highly connected to the world around
    them. Helped them gain a unique global perspective.
    UNCONSTRAINED Don’t accept a ‘that’s the way it’s
    always been done’ answer. Encourage new definitions.
    Want to be free of old workplace policies and
    performance management standards.
    IDEALISTIC Largely optimistic. Look for work that fuels
    their sense of purpose and makes them feel important.
    Want more out of life and believe they can attain it.
    THE MILLENIAL MINDSET
    How Millennials Want
    to Work and Live
    Purpose • Development • Coach • Ongoing Conversations • Strengths • Life
    THE SIX BIG CHANGES LEADERS HAVE TO MAKE
    This PDF is licensed by Gallup, Inc. The redistribution,
    sale or copying of this PDF is prohibited.
    

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23. CHANGES IN WORKPLACE CULTURE
    

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24. from PAYCHECK to PURPOSE
    Compensation not the primary driver
    

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25. are engaged in the
    workplace (emotionally and
    behaviorally connected to
    their job and company)
    is lost in productivity in the
    US economy due to
    millennial’s lack of
    engagement
    say they are open to a
    different job opportunity
    29%
    only
    60%
    of millennials
    of millennials
    are looking to switch jobs
    because of their lack of
    engagement
    55%
    of millennials
    $284-$469 

    BILLION
    

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26. from SATISFACTION to DEVELOPMENT
    Millennials care more than you think
    

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27. WHAT GENERATIONS LOOK FOR WHEN APPLYING FOR A JOB
    Informal work environment
    Interest in the type of work
    Opportunity for advancement
    Opportunity to learn and grow
    Organization encourages creativity
    Organization is a fun place to work
    Overall compensation
    Quality of management
    Quality of manager
    

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28. Opportunity to learn and grow
    Quality of manager
    Quality of management
    Interest in the type of work
    Opportunity for advancement
    Overall compensation
    Organization encourages creativity
    Organization is a fun place to work
    Informal work environment
    0% 25 50 75 100
    WHAT GENERATIONS LOOK FOR WHEN APPLYING FOR A JOB
    According to a survey of 1,700 US workers
    PERCENTAGE RESPONDING “EXTREMELY IMPORTANT” Millennials
    Gallup
    

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29. Opportunity to learn and grow
    Quality of manager
    Quality of management
    Interest in the type of work
    Opportunity for advancement
    Overall compensation
    Organization encourages creativity
    Organization is a fun place to work
    Informal work environment
    0% 25 50 75 100
    WHAT GENERATIONS LOOK FOR WHEN APPLYING FOR A JOB
    According to a survey of 1,700 US workers
    PERCENTAGE RESPONDING “EXTREMELY IMPORTANT” Baby Boomers
    Gen X
    Millennials
    Gallup
    

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30. from BOSS to COACH
    Help them understand and build their strengths
    

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31. TOP THINGS MILLENNIALS WANT MANAGERS TO FOCUS ON
    Job clarity and priorities
    Ongoing feedback and communication
    Opportunities to learn and grow
    Accountability
    

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32. TOP THINGS MILLENNIALS WANT MANAGERS TO FOCUS ON
    say they receive
    meaningful feedback
    17%
    of millennials
    have regular meetings
    with their managers
    61%
    of millennials
    strongly agree that they
    routinely ask for feedback
    about their work
    15%
    of millennials
    

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33. from 

    ANNUAL REVIEW
    to

    ONGOING CONVERSATIONS
    Real-time and continuous communication
    ...
    

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34. IMPORTANCE OF CONVERSATIONS
    who strongly agree that
    their manager focuses
    on their strengths are
    engaged
    70%
    of millennials
    strongly agree that they
    feel comfortable
    discussing life outside of
    work with their manager
    29%
    of millennials
    only
    who feel that they can talk
    with their manager about
    non-work-related issues
    plan to be with their
    current company a year
    from now
    62%
    of millennials
    

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35. from WEAKNESSES to STRENGTHS
    Understanding how individuals fit on a team
    

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36. BY TONY RUTIGLIANO, CO-AUTHOR OF STRENGTHS-BASED SELLING
    AND DISCOVER YOUR SALES STRENGTHS
    BUILDING A
    STRENGTHS-BASED
    ORGANIZATION
    who strongly agree that
    they know what their
    organization stands for
    and what makes it different
    from its competitors say
    they plan to stay with their
    company for at least one
    year
    71%
    of millennials
    

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37. from a JOB to LIFE
    Help them understand and build their strengths
    Does this organization value my strengths and my contribution? 

    Does this organization give me the chance to do what I do best every day?
    

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38. from a
    JOB
    to
    LIFE
    from
    WEAKNESSES
    to
    STRENGTHS
    from 

    ANNUAL
    REVIEW
    to

    ONGOING
    CONVERSATIONS
    ...
    

    from

    BOSS
    to 

    COACH
    from
    SATISFACTION
    to
    DEVELOPMENT
    from
    PAYCHECK
    to
    PURPOSE
    

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39. They know a lot of different things, and
    they keep learning.
    They like solving problems and puzzles.
    They care about people and want to
    make a difference in the world.
    They like to simplify things.
    They like to tinker and invent things.
    They think thinking is interesting.
    They love to learn new things (and are
    okay with their own ignorance).
    They understand people and can closely
    observe them
    QUALITIES THAT UX PROS SHARE
    WWW.NNGROUP.COM 48105 WARM SPRINGS BLVD., FREMONT CA 94539–7498 USA
    Copyright © Nielsen Norman Group; All Rights Reserved. To get your own copy,
    download from: http://www.nngroup.com/reports/user-experience-careers
    User Experience Careers
    How to Become a UX Pro, and How to Hire One
    Susan Farrell and Jakob Nielsen
    

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40. Perfectionism – be excellent, but ship
    Procrastination – must manage time
    Lack of interest in technical topics
    Disinterest in ongoing self-education 

    

    Lack of self-awareness and self-control 

    

    Attachment to plans rather than ability
    to adapt 

    TRAITS THAT SINK UX PROFESSIONALS
    WWW.NNGROUP.COM 48105 WARM SPRINGS BLVD., FREMONT CA 94539–7498 USA
    Copyright © Nielsen Norman Group; All Rights Reserved. To get your own copy,
    download from: http://www.nngroup.com/reports/user-experience-careers
    User Experience Careers
    How to Become a UX Pro, and How to Hire One
    Susan Farrell and Jakob Nielsen
    

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41. DISCUSSION TABLE QUESTIONS — 10 min
    What trends are you facing?
    What trends has you company had
    success in addressing?
    What can your company culture 

    work on?
    FINDING & KEEPING TALENT
    2
    

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42. DESIGNERS OF TOMORROW
    3
    What we’re up to
    

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43. ARTS, TECHNOLOGY &
    EMERGING COMMUNICATION
    

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44. ARTS, TECHNOLOGY &
    EMERGING COMMUNICATION
    UT Dallas’ newest school
    Intentional future-makers
    Collaborative and interdisciplinary program
    

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45. ANIMATION
    CRITICAL MEDIA STUDIES
    DESIGN & PRODUCTION
    GAME DESIGN
    MEDIATED COMMUNICATION
    GAME STUDIES
    INTERACTION DESIGN
    NETWORKED CULTURES ANIMATION
    GAME PRODUCTION
    CREATIVE PRACTICE
    BACHELORS
    MASTER OF ARTS MASTER OF FINE ARTS
    PhD
    ARTS, TECHNOLOGY &
    EMERGING COMMUNICATION
    

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46. ATEC ALUMS
    CAPITAL ONE
    TEKZENIT
    AT&T
    CISCO
    SABRE
    FOSSIL
    GENERAL MOTORS
    USAA
    SIEMENS
    JCPENNEY
    BBVA
    projekt202
    BOTTLEROCKET NEIMAN MARCUS DISNEY
    JPMORGAN CHASE
    HOME DEPOT
    iSTATION
    SLALOM
    MAILCHIMP
    NASHER SCULPTURE CENTER
    DELL
    MATHWORKS
    HEWLETT PACKARD
    FOSSIL
    AUTOMATTIC
    SOGETI
    HILTON
    IBM
    

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47. ART-SCIENCE COLLABORATIONS
    EXPERIMENTAL PUBLISHING
    How can we
    foster
    meaningful
    collaborations
    among arts and
    sciences?
    How can we
    make data more
    intimate and
    accessible?
    How can we 

    design more
    meaningful user
    experiences 

    for digital projects?
    How can we 

    enable and train
    professionals for
    transdisciplinary
    collaborations?
    How might we re-
    envision and
    develop new
    processes for how
    professionals
    show their work?
    

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48. DESIGNING THE TALENT:
    A LOOK AT PRODUCING NEXT-GENERATION TALENT

    FOR YOUR TEAM
    Cassini Nazir
    Clinical Associate Professor
    Director of Design, ArtSciLab
    UT Dallas
    

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