The phrase design-driven seems to be used a lot these days and companies everywhere are touting their “design-driven culture”. What does that mean? For a lot of companies it means having an awesome design team, simple user experiences or awe inspiring design. The reality is that these views couldn’t be further from the truth. Being design-driven means creating a culture that centers on people and drives a share understanding of what it takes to make your company truly lovable. In this session Kelsey Ruger will share insights on the steps you can take embrace design by systematically making it a part of your company’s culture. You’ll learn the critical components you will need to build and maintain a culture of design.

1. THE SURPRISING SECRET TO
BECOMING DESIGN DRIVEN
KELSEY@THEMOLESKIN | @THEMOLESKIN
FINDING CHARISMA

2. FLOAT LIKE A BUTTERFLY. STING LIKE A BEE.

4. WHAT CAN THEY TELL US ABOUT DESIGN?

5. APPLE IPOD COMMERCIAL [VIDEO]

6. OMG. THAT WAS FREAKIN’ AWESOME!
We need something like that!

7. WE SEE THE FEATURES OFFERED

8. GALAXY SIII COMMERCIAL [VIDEO]

9. COMPANIES THAT OFFER LOTS OF OPTIONS OFTEN
STRUGGLE TO FIND DIFFERENTIATION. DIFFERENTIATION
COMES FROM CLARITY OF WHY, NOT EXCESS OF WHAT.
- SIMON SINEK
IT’S NOT JUST ABOUT FEATURES

10. A DIFFERENT VIEW OF DESIGN

11. BECOMING DESIGN DRIVEN REQUIRES A SHIFT FROM
FOCUSING ON OUTPUTS TO FOCUSING ON THE INPUTS.
MORE SPECIFICALLY HOW WE THINK.
SECRET #1: THINKING NOT DOING
Doing Thinking
What can we build? What motivates?

12. BECOMING DESIGN DRIVEN REQUIRES A SHIFT FROM
FOCUSING ON OUTPUTS TO FOCUSING ON THE INPUTS.
MORE SPECIFICALLY HOW WE THINK.
SECRET #1: THINKING NOT DOING
Doing Thinking
What can we build? What motivates?
ACTIVE VS. PASSIVE

13. AGRICULTURAL
(FARMERS)
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY
ATG(AFFLUENCE,TECHNOLOGY,GLOBALIZATION)

14. EVERYTHING IS SHIFTING
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)

15. EVERYTHING IS SHIFTING
GOODS
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
Service Experience

16. EVERYTHING IS SHIFTING
GOODS
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
Service Experience
“I can’t start my day
without a visit to
Starbucks”
“The best part of
waking up is folgers
in your cup”
“Want a cup of
coffee for
breakfast?”

17. EVERYTHING IS SHIFTING
GOODS
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
Service Experience
“I can’t start my day
without a visit to
Starbucks”
“The best part of
waking up is folgers
in your cup”
“Want a cup of
coffee for
breakfast?”
4p marketing:
product,
place,promotion,
price. focused on a
market need.
focused on
selling goods.
commodities very
profitable
new ps Participants,
process and
physical evidence to
fill an experience
need.

18. EVERYTHING IS SHIFTING
GOODS
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
Service Experience
“I can’t start my day
without a visit to
Starbucks”
“The best part of
waking up is folgers
in your cup”
“Want a cup of
coffee for
breakfast?”
4p marketing:
product,
place,promotion,
price. focused on a
market need.
focused on
selling goods.
commodities very
profitable
new ps Participants,
process and
physical evidence to
fill an experience
need.
EXTRINSIC
MOTIVATORS
PRICE
FEATURES
PRODUCT QUALITY
!
UTILITY

19. EVERYTHING IS SHIFTING
GOODS
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
Service Experience
“I can’t start my day
without a visit to
Starbucks”
“The best part of
waking up is folgers
in your cup”
“Want a cup of
coffee for
breakfast?”
4p marketing:
product,
place,promotion,
price. focused on a
market need.
focused on
selling goods.
commodities very
profitable
new ps Participants,
process and
physical evidence to
fill an experience
need.
EXTRINSIC
MOTIVATORS
PRICE
FEATURES
PRODUCT QUALITY
!
UTILITY
INTRINSIC
MOTIVATORS
FEELING
PERSONAL GOALS
SOCIAL GOALS
!
SIGNIFICANCE

20. AGRICULTURAL
(FARMERS)
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY
HOW DOES THIS RELATE TO
INTRINSIC MOTIVATORs?

21. AGRICULTURAL
(FARMERS)
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY
PRODUCTIONANDCONSUMPTIONHAVECONTINUALLYINCREASED
SATISFACTIONHASN’TINCREASEDINKIND

22. AGRICULTURAL
(FARMERS)
INDUSTRIAL
(FACTORY)
INFORMATION
(KNOWLEDGE)
CONCEPTUAL
(CREATORS&
EMPATHIZERS)
18THCENTURY 19THCENTURY 20THCENTURY 21STCENTURY
PRODUCTIONANDCONSUMPTIONHAVECONTINUALLYINCREASED
SATISFACTIONHASN’TINCREASEDINKIND
THIS IS WHERE THE
OPPORTUNITIES LIVE

23. THE RISKS OFFER EXPONENTIAL RETURNS
It’s not really very scientific but there are two
things that companies who succeed at being
design driven understand fundamentally.
PEOPLE BUY MEANING NOT PRODUCTS
IT DOESN’T START WITH AESTHETICS
Design thinking is more about psychology than appearance.

24. WHAT DOES IT MEAN TO BE DRIVEN?
WHY DO COMPANIES WANT DESIGN?
LOGIC MAGIC
DESIGN GAP

25. REBIRTH OF SLICK
I focused on why design is cool, and why it
will make people love your company

26. REBIRTH OF SLICK
I focused on why design is cool, and why it
will make people love your company
I DIDN’T TALK ABOUT HOW THEY DO WHAT THEY DO.
THAT GAP CAUSES PEOPLE TO FOCUS ON A RESULT

27. LIKE THIS….

28. HOW DO YOU FILL THE GAP TO GET THE RESULTS?

29. HOW DO YOU FILL THE GAP TO GET THE RESULTS?
The People? + The Process? + The Culture?

30. IS IT ABOUT THE PEOPLE?

31. WHO IS THIS GUY?

32. YEP. SAME GUY.

33. DON’T FOCUS ON JUST THE PEOPLE
Hiring great designers isn’t the path to
becoming design driven. You will need
designers, but it’s more about how designers
think.
Method: Start by regularly asking yourself three question: What have we
tried? What have we learned and what do we do with this information?

34. IS IT ABOUT THE PROCESS?

36. IT’S ABOUT GOOD PROCESS
Good process helps increase talent
productivity. Avoid replacing good
management and communication with rules
& processes that cover up a problem instead
of addressing it directly. Instead focus on
processes that help talented people get their
work done.
Method: Does your process attempt to maintain command & control, slow
down work unnecessarily, attempts to replace a human interaction?

37. PROCESS ISN’T WHAT WE THINK
!
!
!
What is
our current
business model?
What are
our core
competencies?
What features
could we
offer?
What other
channels could
we use?
What customers
would we sell
to?
TRADITIONAL INSIDE-OUT VALUE CHAIN
PERCEIVED CUSTOMER VALUE =FUNCTIONAL BENEFITS- FINANCIALCOST
!
!
!
PERCEIVED CUSTOMER VALUE = EMOTIONAL BENEFITS - HASSLE FACTOR
EXPERIENCE BASED OUTSIDE-IN VALUE CHAIN
What design would
create defensible
profits?
What do we need
to do to execute
that design?
What could we
offer to solve
the problem?
What ecosystem
exists to meet
those priorities?
What customers do
we want? What are
their priorities?

38. IT MUST BE THE CULTURE…

39. CULTURE IS ABOUT THE OUTWARD APPEARANCES
The written rules, structure, buildings,
benefits, mission statements, perks and
other man-made things usually associated
with culture are merely the artifacts of
culture. They are not culture in themselves.
Method: The culture is the people and their aspirations, motivations,
energies and desires. That means all the beliefs, values, and attitudes that
characterize how a particular group of people functions.

40. CHANGING CULTURAL THINKING
THE INNOVATION IMPERATIVE

41. WHAT IS IT THAT DRIVES YOU AT THE CORE?
ACTION #1: WHAT DO YOU BELIEVE?

42. WHAT IS IT THAT DRIVES YOU AT THE CORE?
ACTION #1: WHAT DO YOU BELIEVE?
APPLE: CHALLENGE THE STATUS QUO
NIKE: INSPIRE THE WORLD TO PUSH BEYOND THEIR BOUNDARIES
DISNEY: TO PROMOTE GOOD CLEAN FAMILY FUN.
ME: INSPIRE PEOPLE TO USE THEIR NATURAL CREATIVITY TO IMPACT THE WORLD

43. BASED ON YOUR BELIEFS WHAT VALUES DRIVE THE WORK
YOU DO, AND THE PRODUCTS YOU PRODUCE?
ACTION #2: WHAT VALUES DO YOUR BELIEFS DRIVE?

44. BASED ON YOUR BELIEFS WHAT VALUES DRIVE THE WORK
YOU DO, AND THE PRODUCTS YOU PRODUCE?
ACTION #2: WHAT VALUES DO YOUR BELIEFS DRIVE?
FOCUS ON THE USER
YOU ARE NOT THE USER
ACTION OVER THINKING
PRACTICE INSTEAD OF PREACH
GET UP AND GET OUT
YOU DON’T HAVE TO HAVE ALL THE ANSWERS
YOU CAN BE SERIOUS WITHOUT A SUIT
WEARING A SUIT CAN STILL BE FUN

45. WHAT BEHAVIORS ARE DRIVEN BY YOUR VALUES?
ACTION #3: VALUES LEAD TO WHAT BEHAVIORS?
PROTOTYPING
AGILE METHODOLOGIES
LEAN START-UPS
DESIGN THINKING

46. BELIEFS
VALUES
BEHAVIORS
CULTURE CHOICES ARTIFACTS
MAKE BETTER CHOICES
Being design driven means making different
choices that are the result of culture.
People Engaged
Process Improve
Passion Inherent
Better Outcomes

47. WHAT DOES IT MEAN TO BUILD
BUILDING THROUGH BETTER CHOICES

48. THERE IS NO ALGORITHM FOR
AWESOME.
-NORDSTROM INNOVATION LAB

49. WHAT’S THE FOUNDATION?
!
People talk about their experiences with design
driven companies as if they were relationships.
SIGNIFICANCE BEAUTY CONNECTION RICHNESS
FULFILLMENT GROWTH WHOLENESS TRUTH
These are elements of extreme emotional engagement

50. THREE LENSES OF INNOVATION
DESIRABILITY
FEASIBILITY VIABILITY
START HERE
END HERE
What are the tangible
components of desirability.
Once we have identified a range of what is
desirable, we look at feasibility and viability.

51. CHARISMA
INGENUITY
BEAUTY

52. CHARISMA
INGENUITY
BEAUTY

53. CHARISMA
EMPATHIZING STORYTELLING REFRAMING
Understanding Inspiring Idea Creation
YOU MAY HAVE ALL THE FEATURES & ‘TRICKS OF THE TRADE’
DOWN. YOUR AUDIENCE WON’T CARE IF YOU DON’T KNOW HOW
TO MAKE THEM CARE.
SECRET #2: CHARISMA IS FUNDAMENTAL
REFOCUSINGENVISIONINGADAPTING

54. ORGANISMS OVER
MECHANISMS
DO YOUR WORK
LIKE A START-UP
TIMEBOX YOUR
ACTIVITIES
FACILITATORS
NOT EXPERTS
SOLVE PROBLEMS
LIKE A DESIGNER
EVERYONE CAN
BE A CREATIVE
TOOLS OF THE
CROWD NOT
THE OFFICE
FOCUS ON
THE JOBS TO
BE DONE
DON’T FIX THE
MACHINE WHILE
IT’S RUNNING
BIG BRAIN.
LITTLE BODY.
DEGEEK YOUR
INNOVATION
OLD ISN’T
ALWAYS BAD
KNOW YOUR
RULES &
ASSUMPTIONS
CONSIDER
NEEDS &
OPPORTUNITIES
MAKE YOUR
PROCESS SKETCHY
EXPLORE
QUESTIONS NOT
FEATURES

55. FOCUS ON JOBS TO BE DONE

56. FOCUS ON JOBS TO BE DONE
Method: Identify the social, emotional and functional components of the
jobs that your audience are to get done. Create a “How might we” question
for each of these.
Consumers and users will rarely alert you to
opportunities that haven’t seen yet.
Overwhelmingly, they will answer based on
how a market exists today. Jobs to be done
help you divine those opportunities from the
gaps in user experience.

57. EVERYONE IS CREATIVE

58. EVERYONE CAN BE A CREATIVE
Creative is an adjective not a noun. Don’t
think of designers as the only people who can
be designer thinkers. Engage technologists
and business leaders in the same way you
engage designers.
Method: Once you have a properly framed challenge find someone who
isn’t an expert in the domain you are exploring, ask them how they might
address the problem. Ask them to be visual and add stories if possible.

59. WHAT CAN THEY TELL US ABOUT DESIGN?
STEP #1: SHIFT FROM OUTPUT TO INPUT
STEP #2: FOCUS ON REAL CULTURAL ALIGNMENT
STEP #3: USE CULTURE TO BUILD CHARISMA

60. Kelsey Ruger
@themoleskin
kelsey@themoleskin.com
THANK YOU!