Designing design in non-design organizations
Designers have tied themselves closely to their clients since the early days of the Vatican. In design consulting, you must understand your clients’ business to advise effectively. So we have to work closely with clients to understand their users/customers.
We’ve done this since 2001 as a boutique research/design consulting firm, and have noticed that smaller consulting firms have always done this. Its the larger firms likeIDEO that have to formalize a process for customer intimacy – but when you’re already close to your client, you nurture them in many ways outside of the contractual relationship.
The evolving processes of “Design 3.0” have now also turned this imperative toward the organization itself – organizational processes are becoming “designable options.” In ever more projects, we are advising user experience processes, consulting on overall product design and branding, conducting holistic UX research (end to end), and advising on organizational design and new practices.
Rather than merely extending an organization’s UX capacity, we are designing that capacity, more management consulting than “design delivery.” I stay close to long term clients and often work as an extended capacity for their internal UX organization. Redesign has partnered with organizations that have no formal UX group, and we’ve developed a model for just-in-time education of product managers, prototypers, and the closest equivalent to UX in a company. We call this process socialization, which looks like collaborative consulting in practice. This approach also lets a smaller consulting firm like Redesign consult strategically through process change and adapting the new UX processes closely to their strategic intent and product portfolio.
A problem with larger design agencies is they cannot afford to seat their better designers or advisors with clients in a mentoring capacity, and their rate structure won’t easily allow them to give up the time. If we all did a better job of educating the client while working on projects, this would not seem a novel idea but instead a standard practice. We also need to realize that better transition planning (the deliverables handoff from design to development) will reduce the need for mitigating turmoil in the client’s implementation of our design plans.