Designing Design Teams

47070864eaeb889c15ce6ff3847222e0?s=47 Martin Ringlein
February 28, 2013

Designing Design Teams

A rant, a rave and a reality check on how we build creative teams,
manage collaboration and fuel the inspiration inside.

47070864eaeb889c15ce6ff3847222e0?s=128

Martin Ringlein

February 28, 2013
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Transcript

  1. 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. 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. 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. 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. 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”
  6. 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.
  7. 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
  8. 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.
  9. 10.

    Designing :-) Be less focused on building world class products,

    be more focused on building world class teams.
  10. 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.
  11. 13.

    = • Optimal Efficiency • Solid Deliverables • Greater Enthusiasm

    • Higher Individual Morale • Stronger Collaboration • Increased Retention
  12. 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:
  13. 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.
  14. 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.
  15. 24.

    When our λ (in-take rate) over our μ (out-put rate)

    is greater than or equal to 1 we experience
  16. 25.

    μ

  17. 27.

    Note, μ ≠ Maximum Working-Time Leisure-Time is a Loss Leader

    And thus, 100% efficiency is not possible nor realistic.
  18. 28.

    When, μ < Above-Optimal Productivity We reduce burn-out And thus,

    increase greater performance over a greater duration of time.
  19. 29.

    μ = Maximum Efficiency Maximum Efficiency = [(Maximum Working-Time) -

    (Leisure-Time) - (Above-Optimal Productivity)] 70% = [(100%) - (10%) - (20%)] = μ
  20. 30.
  21. 31.
  22. 32.

    • 5.5 Hours / Day • 3.5 Days / Week

    • 15.5 Days / Month • 8.4 Weeks / Quarters • 8.4 Months / Year μ = 70% =
  23. 34.

    “The Magic” We understand λ and we know μ, but,

    there is more ... Above-Optimal Productivity = The All-Elusive 20% Time
  24. 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?
  25. 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
  26. 39.

    Theory Y 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
  27. 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.
  28. 42.

    Above-Optimal Productivity It’s not about having 20% free time It’s

    about better utilizing and understanding our time
  29. 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
  30. 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
  31. 47.

    Environment Matters The goal is to be able to walk

    into a space and say, “Yes, I can be creative here today”.
  32. 53.

    Understanding why something was successful is fundamentally different than simply

    copying the steps that were taken to achieve that success. “
  33. 54.

    The Designer’s Dilemma The question asked most often by designers

    is ... Why don’t we have a seat at the table?
  34. 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.
  35. 57.
  36. 58.

    I believe that design managers should be focused more on

    their people than their portfolio. “
  37. 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.
  38. 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
  39. 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.
  40. 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
  41. 63.