This research, the findings and insights, combined with experience has led to a framework of needs to be addressed, by designers and non-designers. This framework is focused on the underlying biases and assumptions each side has of each other, unspoken but yet prominent and present in such a way that it prevents companies from making […]
8. Flexibility – Designers tend to stick to design, no experience in managing other areas.
This insight describes an argument that designers tend to stick to design, they have little to no experience in managing other areas, and this being something that defines the necessary flexibility for anyone to get a position in the C-suite of a large corporation. It’s the example of CEO’s that started in a low wage […]
7. Scarcity – There aren’t enough qualified designers with the right experience in the market.
This insight was added because several of the interviewees stated that, if the F50 companies decided all at once to hire a new designer for an executive position in their C-suite, they would have a very hard time because there were not enough qualified designers with the right experience in the market, that many of […]
Is it because they didn’t do an MBA?
We engaged with designers that did an MBA and asked them if they felt that it had the right return on investment, if it allowed them to evolve in their careers the way they somehow expected, planned. While all that did an MBA expressed that it was important, fundamental to their professional career, none of […]
6. Preparation – Designers don’t have the right education and training, skill set, mindset.
This insight describes an argument where designers don’t have the right education and training, skillset, mindset. While these elements are all different in nature – education what you get in school, training what you can get throughout your career, skillset embodies hard + soft skills and result from natural and apprehended means, and mindset which […]
5. Access – Designers are not selected for the job, not invited, not mentored and groomed for it.
This insight describes a context in which designers are not selected for the job, not invited, not mentored and groomed for it. While many designers cite this as a true insight impacting the reality described by the question we pose, this is seen by non-designers as a typical complaint of a group of people that […]
3. Effectiveness – This is not the best/ right place for designers to lead design, too many distractions.
This insight generally describes an argument that the C-level position is not the best place for designers to lead design, that there are too many matters and practices that impact design’s effectiveness in the company, too many so-called ‘distractions’. The term effectiveness was purposefully chosen instead of efficiency, following a classic definition the effectiveness is […]
2. Necessity – There is no need, design is already represented, these corporations are at the top of their game.
This insight generally describes a corporate context where there is no need for a designer in a C-suite position, design is already represented in some shape or form by one or more executives, these corporations are at the top of their game, so it is arguable that they don’t need a designer in this position. […]
Was there misalignment between the two surveys?
Both surveys had a number of questions in common, and though they were not written in the exact same way, the data collected is comparable and allows juxtaposing and insight generation. The three areas that both surveys addressed were: • State of design in the company they worked in • design definitions • Insights impacting […]
How did the executive survey go?
We designed, along with an organization specialized in tracking executives in large corporations a short executive focused survey on Designer leadership in large corporations. The survey had to be short due to the nature of the target respondents, large company executives with very little time to spend on non-essential activities, and the partner we co-designed […]