Do You Matter How Great Design Will Make People Love Your Company Analysis

In a modern world where technology is ever advancing rapidly rises a growing need for conceptual thinkers. Creators of experiences for others, the focus is no longer on simply having the technical skill sets to execute a product to order. Emphasis now is not only on having the ability to create and ideate from scratch, but more so understanding the emotional importance in a working lifestyle and how it affects the chain of supply. In “Do You Matter? How Great Design Will Make People Love Your Company” by Robert Brunner and Stewart Emery, the authors argue that good design does not simply end at offering an attractive product or service, but at creating an overall psychologically positive experience for the consumers.

Quoting “Building a Design
He argues an organization should focus on creating projects that supports its priorities and economic capabilities. Strategising those priorities are often decided by economical reasonings rather than design thinking. Directors prefer to focus on the tried and tested instead of delving into a new line yet to guarantee itself positive results. Even for some businesses, having the ability to think long term and inculcate a design thinking culture can be impossible due to resources. For example, a design team at Lemond Automobiles had successfully designed a flying car, a groundbreaking invention creating its own niche and market. Yet the project was immediately shelved by the management as the company was stretched with their resources. Reinvention could be the least of a company’s priorities. Instead of restructuring accordingly to new designs and product lines, focusing on the current business could be key to surviving the short term. In an ideal world, design driven cultures could be adopted everywhere immediately to great success, but strategic and economic reasoning often outweigh design and invention simply due to
Nathan Shedroff argues in “Research Methods for Designing Effective Experiences” that creators and designers need to constantly learn and understand their targets’ needs in order to fulfil them better. This could be helped by also making it the designer’s duty to think of business aspects such as viability, sustainability and profitability. Likewise, the business management must acknowledge good design comes with time and research and afford their creative teams the opportunities to reflect on what works and what doesn’t, rather than abandoning an idea upon the first signs of negativity. In a time-to-market focused industry, designers already consciously work with the knowledge of time constraining them from completely and successfully translating a design as intended onto a project. Sacrificing essential research practices such as user testing, consumer evaluations and more, designs often forgo quality and overall experience trials in the pursuit of speed, only to end up creating more problems. Time should be taken to acknowledge and examine a designer’s previous methods and processes, analysing what works and should be reproduced. Knowledge gained from previous experiences could be documented and involved in future workflows, improving consistency in an organization’s process. When a design driven culture is implemented all across the creative, management and operation teams,