Behaving like a lean design startup. It’s no longer business as usual. Now is the time to rethink your design business and there’s a lot to be learnt from the lean startup process. Build, Measure, Learn…
COVID presents us with the perfect opportunity to review and revise our operations by developing a Balanced Scorecard.
I won’t admit to being the messiah but we can help every design business with the Design Business Model Canvas.
Right now, nearly half Australia’s population in lockdown. Again.
We’ve put our head up to peer into the future. Here’s what we think…
The creative industry I joined is not the creative industry I’m part of now and that’s OK. It’s changed and I’ve changed. It’s been a career of life-long learning, both in hard and soft skills.
We have made ourselves so accessible to clients — they can call/text/email/slack to contact us anywhere, anytime. It’s hard to manage.
‘Spotters fees’, ‘kick-backs’ and ‘hidden consultancy fees’ – they’re all secret commissions and they’re illegal under the Crimes Act.
It’s easy for designers to be overwhelmed by their workload but thinking like an emergency department of a hospital can help.
It’s sad but true; clients don’t see design as creating value for them. They are focussed on getting a competitive advantage, selling more products or services, making bigger profits.
Why don’t they teach economics in design courses? I guess it’s because many in the design community don’t make the connection between design and economics.
Most designers think others are working on ground-breaking projects while they’re up to their @rse doing grunt work. Truth is, a mix of clients and projects is vital.
How many times have you heard a client say that? They have talked to their partner (life and business), talked to some clients and prepared a brief in their head. Now it is just a matter of getting the job done.