A useful reminder by Enrique Allen in Designer Fund’s blog:
Often as designers, our natural tendency is to emphasize the importance of our craft, instead of focusing on the impact it has on the bottom line.
The post goes on to describe a high-level framework of twenty areas (“levers”) where design can impact the bottom line, including specific ways that the organization can make and save money.
For designers to be effective, we must be aware of the business’ needs and aspirations. We’ll only be taken seriously to the degree that we can help the organization succeed towards the dimensions it cares about.
Of course, that doesn’t mean these are the only dimensions worth pursuing. For example, the design process may uncover a situation in which a particular business decision may be at odds with the needs and aspirations of the organization’s customers. Designers can then help resolve the impasse.
But we can only do so if we’re taken seriously by our colleagues. And we’ll only be taken seriously to the extent we’ve shown commitment to helping the business grow. As I’ve written before, it’s misguided to think of design as “fighting for the users.” Instead, our aim should be to bring various forces – including the users’ needs — into balance.
Designers enjoy a unique vantage point in the organization. We are connectors. We’re tasked with understanding the needs and concerns of various stakeholders — including our users — and making things that meet those needs efficiently and effectively. We test and refine these things, over and over. Through this process, design can bring alignment and clarity to the organization.
There’s incredible power latent in modeling possibilities. The degree to which we can employ this power towards the common good will depend on the degree to which we act as team players.
|_[The 20 Levers for Return on Design||Designer Fund](https://www.designerfund.com/blog/the-20-levers-for-return-on-design/)_|
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