I am waiting at an intersection in my car in a quiet San Francisco neighborhood, when a well-dressed, professional looking woman jumps out of her new Mercedes SL ahead of me. She reaches into the back seat, grabs a big armful of clothes (no bag) and runs up to the doorstep of a Goodwill outpost on the corner and unceremoniously dumps them aggressively in a scattered mess on their doorstep. She runs back to her still running car, jumps in and speeds off.
I think: Amazing.
Over the previous 48 hours I have observed multiple instances of seemingly normal people behaving badly, although lately this seems somehow normal. But this latest incident strikes me. In a moment of giving, this lady manages to be unbelievably rude.
I am not sure about you, but it feels to me that uncivilized behavior is clearly on the rise. But the clothes-dumping Mercedes lady causes me to think more about it. Why is this happening? Clearly, stress is at an all-time high. I've probably been quite rude at times myself unintentionally. I am sure the current economic climate is behind some of it, but then an unexpected question pops in my head. Is design in part to blame?
Here's my hypothesis: We are so connected now that peace is elusive. I know I have had to force myself at times to just say no to my iPhone--I find myself in social situations having to stifle the urge to crank up the ol' pocket pal just to see what is up. We are bombarded constantly with e-mail, IMs, Twitters, RSS feeds, YouTube, iPhone games, the list goes on and on. It's hard to find moments where the brain can just be still.
The culprits?
Bear with me, as here is where design comes in. I work on these connected devices, both on hardware and software. And all our emphasis is on giving people easy and seamless access to more and more information. We focus most on being able to do more in less time, and to help people be more connected all the time. But we seldom, if ever, consider the consequences of this hyper-easy connectivity. I am starting to think we should stop and ask ourselves: How can I make this thing give people some peace?
This brings me to the more interesting question: Should designers focus on changing people's behavior? That is, through what we create, can we help alter human behavior for the common good? And is this approach right, ethical, or in fact Orwellian in nature?
Of course there are macro issues where design can help modify people's behavior for the better. Reducing energy consumption comes to mind. But what about just encouraging people to be more civil?
After graduating in industrial design from San Jose State University in 1981, Robert co-founded the design consultancy Lunar. Subsequently, he was hired as Director of Industrial Design for Apple Computer where he served for seven years. In 1996, he was appointed partner in the international firm Pentagram, helping lead the San Francisco office. In 2006, Brunner and entrepreneur Alex Siow launched the start-up Fuego, a new concept in outdoor grilling. In 2007, Robert founded Ammunition, focusing on the overlap between product design, brand and experience. He continues to lead Ammunition and Fuego concurrently.
In 2008, Robert co-authored the book Do You Matter? How Great Design Will Make People Love Your Company with Success Built to Last author Stewart Emery. He also teaches advanced product design at Stanford University.
In my work I get to experience a lot of companies. Big and small, new and old, tech and craft, domestic and international. All over the place. And more often than not, people come to us wanting to understand and learn about how to be "design-driven." Apparently somewhere along the line they have heard/read/been told that this is important, and now they want the secret sauce. I am happy to oblige. It is really very simple (but actually very hard to do). Here it is. Ready?
Make great design everybody’s job. Done.
Most companies look at design as a single step in the process to deliver a product. The better ones also view it as a corporate identity or brand function to control their outward image. But typical management thinking puts these functions into vertical buckets, and/or as a police function to ensure consistency and rule-keeping. Design it please, then get the hell out of the way!
But here’s the trick. The relatively few companies in the world that are really design-driven know the secret: That design is, in fact, everybody’s job. Rather than making design a single step in the process where requirements flow in and ideas flow out, they see design as a constant topic of discussion across all disciplines and steps in the process. It is not a vertical stripe in the horizontal process flow, but a horizontal one that extends from inception through customer service and end of life.
We’ve referred to this as the "customer experience supply chain." Makes it sound important and business-like, eh?. But what it really means is that everybody who contributes to a product experience in any way is aware of the design idea/strategy, and what their role is in making it great. From the executive discussion of the opportunity, to defining marketing requirements, to the mechanical engineer making it feel just right, to the person on the line building it. And well beyond that into how the idea is communicated to the world, and how company reps explain it, and so on, and so on…..
In a recent debate here at Ammunition, we concluded that all activities around conception, development, delivery and communication of a product are,in fact, human interface. It’s all about how you as a company communicate with your constituents, which in turn defines what your relationship is with them. Design is ultimately what defines this relationship. Most companies know their most valuable asset is their brand. So defining and implementing the brand needs to be everybody’s job.
Like I said, this is a simple concept that is a challenge to make happen. The best companies have it embedded in their culture. But cultural norms take a long time to build.
So if you really want design to be in the driver’s seat, better start giving everyone the keys.
What are some design-driven companies that you think take this advice to heart?
After graduating in industrial design from San Jose State University in 1981, Robert co-founded the design consultancy Lunar. Subsequently, he was hired as Director of Industrial Design for Apple Computer where he served for seven years. In 1996, he was appointed partner in the international firm Pentagram, helping lead the San Francisco office. In 2006, Brunner and entrepreneur Alex Siow launched the start-up Fuego, a new concept in outdoor grilling. In 2007, Robert founded Ammunition, focusing on the overlap between product design, brand and experience. He continues to lead Ammunition and Fuego concurrently.
In 2008, Robert co-authored the book Do You Matter? How Great Design Will Make People Love Your Company with Success Built to Last author Stewart Emery. He also teaches advanced product design at Stanford University.
Now that I have your attention with that bit of blasphemy in the title, let me explain.
First of all, I love Apple. I am one of their loyal followers who buys way too much of their product regardless of the price or if I actually need it. I am the perfect customer. Obviously, Apple consistently turns out wonderful products of incredible caliber. The company uses design to its fullest potential and has in many ways become the benchmark. In fact, I was slammed for using them too many times in my book as a positive example.
But this post is not actually about Apple. It is about everybody else.
Not Apple enough? Telsta Columbo DECT phone
Here's the gist: Apple has been so successful in design, that to many people if something does not resemble an iPhone, iPod, MacBook, etc., it is not "good design." If it is not an uber-simple, highly-rationalized, single-buttoned, machined-from-a-solid-block-of aluminum thing, it can't be good, right? It's become a pretty common undertone in articles, reviews, blogs, and user commentary. Sometimes subtle, sometimes overt. But the overall message is there: If you don't do it like Apple, you are not practicing "good design."
This is, of course, understandable. The company is followed closely with fervor and their products are in fact, great. It's a high bar to be judged by. And this is a good thing. Aspiring to heights helps raise the level for everyone. But I think the definition of "good design" has become too narrow and defined mostly by the great work of one company.
MobiBLU Nanum Cube to Cross MP3 player
I've observed two effects of this phenomenon. First, good work outside the Apple vernacular is routinely panned or criticized, especially if they are pushing the envelope and challenge. This creates a strange sort of conservatism. Companies are afraid to move too far beyond the ideal for fear of being trashed or not being accepted.
Second, people are trying to be Apple when they are not. It takes a special culture and commitment to pull that off. Not everyone can do it, nor should they do it. I like to tell people to "be yourself--"just be a good one." Don't try to be someone you're not. I see too many things out there that are trying too hard to be something that they are not. You can smell it a mile away.
Samsung HT-X710 Home Theater
What to do here? I'm not sure, but it's worth thinking about. Things are starting to feel monochromatic and narrow. Is there only room in the world for minimalist rectangles?
What are the best examples of non-Apple-inspired design and who are the worst offenders?
After graduating in industrial design from San Jose State University in 1981, Robert co-founded the design consultancy Lunar. Subsequently, he was hired as Director of Industrial Design for Apple Computer where he served for seven years. In 1996, he was appointed partner in the international firm Pentagram, helping lead the San Francisco office. In 2006, Brunner and entrepreneur Alex Siow launched the start-up Fuego, a new concept in outdoor grilling. In 2007, Robert founded Ammunition, focusing on the overlap between product design, brand and experience. He continues to lead Ammunition and Fuego concurrently.
In 2008, Robert co-authored the book Do You Matter? How Great Design Will Make People Love Your Company with Success Built to Last author Stewart Emery. He also teaches advanced product design at Stanford University.
Recently, at a conference reception (think wine and cubes of cheese), a well-known and influential member of the academic community said to me: "Design strategy is far too important to be left to designers." What a pile of crap, I think. I am pissed, but in a moment of cowardice, I sip my wine, chew my pepper jack, and slink off to lighter conversation. If only I were able to channel Clint Eastwood at will.
But since then I've been considering this notion of "design thinking" by non-designers and its aura of self-importance. You know, it's an area where really smart people spend lots of time pondering strategy, process, core principles, world trends, etc. in order to define the next big thing and change the course of human history. Entire schools have sprung up devoted to the idea.
I'll come right out and admit that I am a right brain, shoot from the hip kinda guy. I believe in an "educated gut" sort of approach. i.e. survey the situation, find inspiration, make it, see what happens, get better at it. True, this approach lacks the patina of "science." But over the course of more years and projects than I wish to admit, I can honestly say that I have been right about more things than I have been wrong.
What I think is wrong about the idea of "design thinking" is the implicit assumption that thinking is somehow removed from the act of design itself. That is, if we get some really smart folks together to ponder and brainstorm paradigm shifts, great stuff will come from it. This is mildly delusional at best.
Great design is born from inspiration, obsession, commitment and diligence. You need to have your head up and observe, and sort out what the truth really is. But in the end, it is about a creative individual taking that information and translating it into something really great. And great design is more than an object: It is an idea. An idea that permeates everything. Think iPod or Harley. These are ideas that coalesce into objects and connect deep into people's souls. This is where great stuff is born. It is about the passion. Go ask Steve Jobs about this.
Case in point: Beats high performance headphones by Dr. Dre. This new idea in audio was not born of planning, research, pondering or academic thinking. Interscope/Geffen/A&M chairman Jimmy Iovine, hip hop artist Dre and I said: "Wouldn't it be cool if we could marry great audio and great design?" We went out, found a partner in Monster Cable, and did it. Along the way, we were cognoscente of all the strategic implications, etc., but we knew that in the end, it was all about an emotional idea that needed to see the light of day.
Design is too important to be left to the thinkers. I am not saying that forethought is not important. Of course it is. But thought without passion is not going to cut it.
After graduating in industrial design from San Jose State University in 1981, Robert co-founded the design consultancy Lunar. Subsequently, he was hired as Director of Industrial Design for Apple Computer where he served for seven years. In 1996, he was appointed partner in the international firm Pentagram, helping lead the San Francisco office. In 2006, Brunner and entrepreneur Alex Siow launched the start-up Fuego, a new concept in outdoor grilling. In 2007, Robert founded Ammunition, focusing on the overlap between product design, brand and experience. He continues to lead Ammunition and Fuego concurrently.
In 2008, Robert co-authored the book Do You Matter? How Great Design Will Make People Love Your Company with Success Built to Last author Stewart Emery. He also teaches advanced product design at Stanford University.
I am waiting at an intersection in my car in a quiet San Francisco neighborhood, when a well-dressed, professional looking woman jumps out of her new Mercedes SL ahead of me. She reaches into the back seat, grabs a big armful of clothes (no bag) and runs up to the doorstep of a Goodwill outpost on the corner and unceremoniously dumps them aggressively in a scattered mess on their doorstep. She runs back to her still running car, jumps in and speeds off.
Case in point: Beats high performance headphones by Dr. Dre. This new idea in audio was not born of planning, research, pondering or academic thinking. Interscope/Geffen/A&M chairman Jimmy Iovine, hip hop artist Dre and I said: "Wouldn't it be cool if we could marry great audio and great design?" We went out, found a partner in Monster Cable, and did it. Along the way, we were cognoscente of all the strategic implications, etc., but we knew that in the end, it was all about an emotional idea that needed to see the light of day.
