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
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
3. KEY TECHNOLOGY TRENDS 1 Shaping our present and future
4. KEY TECHNOLOGY TRENDS 1 WORK went DIGITAL. 1970 1980 1990 2000 2010 2020 2030 2040 2050 Personal Computers 1960
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
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
7. Service Product TRADITIONAL VIEW OF PRODUCTS + SERVICES
8. Service Product SERVICES NOW A WAY TO DELIVER PRODUCTS
9. Service Product
10. iPOD (2001) WAS A PROTO-IoT DEVICE iTunes iTunes Store Record companies Artists iPod Software Hardware Networked Service Marketplace
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 + =
12. Service Product Ecologies
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.
14. KEY TECHNOLOGY TRENDS 1 THINGS behave like PEOPLE, only BETTER.
15. CONSUMERS DON’T 
 JUST WANT QUALITY PRODUCTS.
 THEY EXPECT 
 QUALITY EXPERIENCES.
16. “This new economy also demands 
 new models for work.”
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
18. FINDING & KEEPING TALENT 2 Priorities for your team
19. WHAT DO THESE COMPANIES HAVE IN COMMON?
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
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
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.
23. CHANGES IN WORKPLACE CULTURE
24. from PAYCHECK to PURPOSE Compensation not the primary driver
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
26. from SATISFACTION to DEVELOPMENT Millennials care more than you think
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
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
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
30. from BOSS to COACH Help them understand and build their strengths
31. TOP THINGS MILLENNIALS WANT MANAGERS TO FOCUS ON Job clarity and priorities Ongoing feedback and communication Opportunities to learn and grow Accountability
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
33. from 
 ANNUAL REVIEW to
 ONGOING CONVERSATIONS Real-time and continuous communication ...
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
35. from WEAKNESSES to STRENGTHS Understanding how individuals fit on a team
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
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?
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
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
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
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
42. DESIGNERS OF TOMORROW 3 What we’re up to
43. ARTS, TECHNOLOGY & EMERGING COMMUNICATION
44. ARTS, TECHNOLOGY & EMERGING COMMUNICATION UT Dallas’ newest school Intentional future-makers Collaborative and interdisciplinary program
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
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
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?
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