Powerpoint is a dangerous tool. Nevertheless, it’s useful to see how the top design and innovation firms describe what they do. Below are examples of how these design and innovation firms present to a general business audience. A couple of them were made for specific events so don’t get too distracted by the detail.
You can certainly take your time with them but the goal is to absorb an overall picture of what would work for yourself to use as a tool in describing your own work to your CEO, CFO, engineers and even the marketing team.
Each of these presentations is a different take on the core issue of how we describe end-user centred design, design processes and design thinking to a business audience. Which do you feel are the best and worst?
It’s hard to forecast the impact of a new product on the whole business, but it’s important to try.
Each of the levers in the post on accounting for design will affect key parts of your company’s financial statements. To convince the CFO of the value of your project you’ll be forecasting scenarios based on the proposed investment in research, design and innovation. These scenarios can be as simple as guessing the number of units that you will sell of the new product or as complex as full financial models of the entire organisation based on discount factors for out-years.
If your CFO is seeking basic forecasts then your financial analysis of the project will be persuasive. If however, your CFO asks for scenario plans and mock-financial statements then you’ll want to enroll the help of a sympathetic accountant or financial analyst.
The first question that person will ask you is would you like your forecast “bottom up” or “top down”? The right answer is “both”.
Bottom up forecast start from your existing production and supply. They then build up to forecast the possible future sales.
A top down forecast starts with the potential market demand and builds down to answer the production and supply that would be needed to meet that demand.
The flaw of bottom up forecasts is that they are often boring and do not build a sufficient case to invest in break-through innovation. We see this most often in clients as, “We grew at 10% per annum for the last five years so I guess we’ll keep on doing that.”
The flaw of top down forecasts is that they risk being “pie-in-the-sky” and ignoring the organisation constraints. We see this most often in clients as, “The Chinese market for this product will be USD$10 billion so we only need to get one percent of that and we’ll have a run-away success.”
Work with your ally to create forecasts that both stand robustly in the present and aspirationaly in the future. The most powerful technique we’ve met to achieve this is future-casting five years ahead aspirationally and then looking back from there brutally to see each step involved.
The second question your sympathetic accountant will ask is: “How are we going to account for the non-cash impacts of your project?” The safest answer at this stage is “We’re not.” Any brand benefits from a new product should be treated as a windfall.
Design thinking was cool in the 1990s and early 2000s. There were a lot of conferences talking about how important a “design mindset” was to business problems. I was lucky enough to be close to the center of this explosion in creativity within business.
The UK Design Council ran a great conference in 2007. Even years later, the presentations still make powerful listening.
Your business case for investing in design will include both qualitative and quantitative evidence. This blog focuses on the economics of innovation so we won’t spend to much time on qualitative arguments like case studies, war stories and theoretical arguments. Instead, the focus is on ways that you can make a compelling financial and economic business case for design.
In 2007 by Brian Gillespie (who had just attended the DMI Conference “Improving and Measuring Design’s Role in Business Performance“) cried out for more case studies and more qualitative examples. He wanted to see more effort put into articulating the role of design in:
Influence on the purchasing decisions
Enabling strategy (new markets)
Enabling product and service innovation
Time to market/process improvement
Developing communities of customers
Good design is good for all: triple bottom line accounting for social, environmental, and business impact
Since 2007 a lot of evidence has emerged on each of these and we’ll be reviewing them in turn over the next couple of weeks and including a few new areas where design can add value. Paste any of your favorite examples of end user centred design and design thinking adding practical economic value in the comments below and we’ll include them as we go.
It’s surprisingly easy to use accounting to measure the impact of design. In accounting terms, the impact of your design project will be similar to the “economic” impact we discussed last time, but the language you use to articulate the impact will be very different.
From a design perspective, you’ll need to apply some empathy to your use of terminology. It might not be fun, but like driving a car on a windy road, you’ll need to treat your accountant the way they want to be treated. If you’re going to get the best from them.
Wherever you are from in the world the technical accounting terms might differ but, your finanical controller, Chief Financial Officer and accountant will be interested in any project that can:
Increase your revenue
Lower your cost of goods sold
Deliver a higher contribution margin (and gross margin)
Lower your overheads from capital costs
Create more earnings before interest in tax (EBIT)
Ensure ongoing positive cash-flow
Each of these areas are important to design and innovation. What you might notice is missing is the word “profit”. This is because in today’s business climate:
Profit is an opinion, cash is a fact.
Designing the business case for a new product is an integral part of bringing something new to life. For an idea to be sustainable it needs to fit into the company’s aspirations, investment profile and business model.
The Technology, Entertainment and Design conferences are an amazing collection of speakers, attendees and energy. What really makes them special for me is the arbitrary 18 minute format that forces every speaker into a high-energy summary of their best material.
These summaries make the TED talks ideal ways for you to expose people in your organisation to new ideas in an easy, punchy and quick way.
Picking a top five is a hard task but I’d suggest that you do make the time to watch a couple of these and send the links to your colleagues.
Sir Ken Robinson on why schools kill creativity:
Tim Brown on creativity and play:
Paul Bennett on design in the details:
William McDonough on cradle to cradle:
David Kelly on human centered design:
You can download mp3 versions or save these videos by visiting www.ted.com. I’ve found the best way to foward them on is to copy and paste the links to the page for each particular talk that you want to send to someone. Then they can choose the format to watch or download. For example:
The best defence in your business case for investment in design is the impact of design on the long-term financial value of the business. There are several reputable organisations that have spend quite some time and money to analyse how spending on design creates impact on the bottom line.
Interbrand have some fantastic international analysis on the Best Global Brands 2008 and they discuss how to value your brand based on future earnings using:
How your brand influences ongoing consumer demand
The Design Council UK found in 2001 that a basket of companies using design grew by around 10% faster than the market. The Danish Design Centre found in 2006 that out of 800 companies (staff from 35-200) those that use design had growth in gross result (gross profit discussed above) of 250% compared with companies that did not.
In 1993 Roy R. and Potter S. (of the Open University in the UK) found in a study called Winning by Design that 94% of projects using design that were implemented achieved a positive net return. On average the payback period was 14.5 months. Interestingly, product design projects took 15.9 months to pay for themselves and graphics/packaging projects took 11.5 months.
The Irish Center for Design Innovation gets design and innovation in a big way and it’s worth pointing your finance team towards them to check out the financial models for assessing an investment in design.
Armed with your economic levers, your accounting impacts, the specific forecasts and some aggregate data to support your assumptions you are now ready to face your CFO.
This post analyses the business case for design using the fundamentals of micro-economics and financial accounting.
Let’s run through how you (as a product development professional) can use the language of economics and finance to articulate the return on investment of design expenditure. In particular, in the areas of brand, product and process. You can also look at how to articulate the business wide impact of incorporatingdesign thinking into your company’s vision,culture and strategy.
We can use a USD$100,000 engagement with an external product design and innovation firm as an example. The aim of this project will be to develop a product that anticipates latent needs, delights end-users and delivers an integrated holistic experience. However before you or your external product designers get to any of that you’ll need to get past your CEO, senior management team, CFO and their corporate finance team. We’ll address the CEO first.
Economic returns from investing in design
The key levers available to your firm’s senior management include the price, quantity, variable costs and fixed costs of your business. To convince the CEO and senior management team of the benefit of the project you’ll want to address the real life impact of the project in each of these areas. You will need to convince them that with the aid of a disciplined approach to NPD and an empathetic approach to design, your project will create a product that:
Commands a higher price because it is differentiated from your competition.
Sells a higher quantity because it provides more utility to the customer.
Can be produced with lower variable cost.
Is designed to allow for lower fixed costs.
Each of these economic levers contributes to the ultimate goal of your CEO which is usually some variation on creating a sustained and differentiated high margin revenue stream.
You will need to have command of the above financial terms and be able to structure your business case accordingly. The attention span of senior management teams is shortening and a good summary (in terms they understand) is important.
The internal finance team will have their own requirements for your project so speaking their language can help increase you chances of getting a project approved.
Everyone had a dream as a child. A fireman, a police officer, a pilot or a doctor. Every so often you meet someone who says their dream was to be a stockbroker or company executive. It throws you off balance because it’s so seemingly mundane, but it’s usually true. Some people just knew what they wanted to do from a young age and make it happen.
My dream was always to be a management consultant. Mainly because I always noticed bad customer experiences and believed we can do better. My first adult book (at age 11) was Iacocca. It was a ridiculously nerdy book for a kid to read but I was inspired by the journey of turning around a distressed business. Reading it subtly changed the course of my life.
I get asked a lot for advice about how to get a job in advertising, design or PR. Most of the people that ask me are looking for jobs as a strategist, planner, consultant or account manager. It’s not easy to get started in brand strategy and innovation.
Over the years, I’ve compiled the most important things to check in your resume when applying for jobs in innovation, design and business strategy. I’ve also kept track of the best career advice that I’ve been given…