Filed under Process

No bosses | No defined teams | No top-down hiarchy

Valve, a company responsible for some of the most ground breaking games over the last 20 years, released its handbook for new employees earlier this year. A friend of ours pointed us to this document in response to our handbook (which is still and will probably always be, in its beta form). Outlined in it are many beliefs and principles that we have also coincedently adhered to since day one; self direction, mobile work environments, entrepreneurial spirit, zero barriers to the client, no titles or defined roles and the importance of a healthy work / life balance. This is a great read for any business looking to streamline and engage their team and clients in new and exciting ways. Enjoy!

Trust Fall

 

We know our success hinges on relationships. Consultants and clients playing to one another’s strengths and supporting each others weaknesses. As with all great relationships much of what we do is built on a mutual respect, understanding and most importantly trust.

In our line of work this trust is tested at key moments: the presentation of a logo, strategy, name etc. This is because revolutionary answers are never easy to buy off on. If it doesn’t make you scared or excited, it will never make anyone else feel anything. It is at these critical moments that a leap of faith is in order. Companies like Apple and Nike have always understood this risk taking measure; catapulting them to become the leaders of their categories.

Strategy tends to be the most innocuous of these endeavors since the effort is largely logical and sequential. It is often times Design or “Creative” that takes the brunt of the criticism.  Its success can not be measured and most often the path is not so obvious.

Next time it comes down to that final option that appears to be all too easy, remember that good design consultants have a few aces up their sleeves.. Here are a few things that go with the territory:

  1. Dedicated a lifetime to the study of design, communication, art, marketing, and branding in to order to understand what truly makes an iconic, timeless, universally appealing design.
  2. Always do their homework and considered the rich history of the brand and the strategy moving forward..
  3. Analyzed the competitors and customers and considered the market  — remember this is war.
  4. Interviewed, a lot. Customers and Executives alike along with any other key stake holders all need to be interrogated.
  5. Considered the environments in which the design is going to live. ( print, interactive, clothing, interior, etc. )
  6. Explored hundreds of options formally and conceptually and designed to perfection a only the best options to be reviewed and refined.
  7. Thought about how these options would live in the greater brand system.
  8. Considered the longevity and localization of the design.

Great leaders understand they need to take risks. Of course achieving this level of trust and bravery is much easier said than done. With so much at stake and so many intangibles, the trepidation is understandable. Remember these 8 risk reducers next time you’re considering creative and sleep easy.

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