Marketing & Design Driven

Years ago, we were working with a chief marketing officer who managed to repeat the same phrase in every single meeting we attended. She would always incorporate the phrase “marketing-driven solution”, often in the form of a question. Was our creative proposal a marketing driven solution? What about the headline? It got to be a joke around the office. Does this color look marketing-driven? This paper stock? This Instagram post? And what about that typeface?

Today, design-driven companies are the topics of conversation. The Design Management Institute analyzed the performance of U.S. companies committed to design as an integral part of their business strategy. The study included companies such as Apple, Coca-Cola, Nike, Starbucks, Target and Walt Disney. The dmi: Design Value Index tracked the value of these publicly held companies and monitored the impact of their investments in design on stock value over a ten-year period. The result shows a 211% return over the S&P 500.

Coca-Cola’s Vice-President for Design, David Butler, avoids using the word “design” as much as possible. Though he has written up a 30-page manifesto laying out a design strategy for the company, when he is meeting with manufacturing people, he’ll say, “How can we make the can feel colder, longer?” Or “How can we make the cup easier to hold?” He talks about the benefits of smart design in a language that those he’s talking to can relate.
Mohamed Samah, a design socio-psychologist said, “The design discipline itself is expanding beyond ‘form and look’ to include processes and business strategy in general. Organizations are using design as a tool to stimulate creativity and to foster innovation in the market”. Company leaders use brand strategy and design thinking to research, iterate and ask questions that have little to do with “creating things”, which is the more typical end result of designing.

Because designers typically approach problem-solving somewhat differently. They’re more intuitive and emotional, and less logical and analytical. Instead of going A > B > C > D, designers may start at Q > D > K and end up at P. The bottom line? Starting at Q, D, or K might be necessary to get live feedback, roll out marketing strategies, understand the market and customer motivations. McKinsey offers a framework of questions for the design journey of transforming your company from only a market driven company to one that also uses design as a driver of change.

  1. Do you have a senior design leader with real authority?
    Ensure design factors are part of the business strategy.
  2. Are you continuously reviewing your metrics?
    Go beyond reviewing design metrics and key performance indicators regularly to reviewing them in real time, testing them, and changing your actions in a constant test-and-learn cycle.
  3. Do you really understand what motivates your customers?
    Create a map of the customer journey and use human-centered-design research techniques to interact with customers and uncover pain points and opportunities to delight.

Despite our former client’s binary separation of the idea, I don’t think there is any doubt that successful design-driven companies are also market-driven. There’s no need to separate the two and in fact, successful companies don’t.

Highly Effective Brands

A couple of weeks ago I was interviewed on the Silicon Slopes Live Podcast, and one of the questions I was asked was “What are the best brands out there in your opinion, and why?” Although my answer was brief, the question made me think more in-depth about what makes a highly effective brand and if our point of view at modern8 aligns when taking a closer look.

In my interview, I defined branding as an emotional response to design that lives in the mind of your customers—reiterating that your brand is not in your logo, your website, your marketing materials, and your catchy headlines (as quippy as they might be). These are merely tools that identify your brand. Our belief and point of view is that you DO have the ability to influence and control the emotional responses of your customer through the design and communication of the strategic pillars that define who you are. Here are those pillars paired with case studies of some of the most highly effective brands in the world, IMO. 

Position– We define this as the ONLY ONLY. What is the only thing that you offer that no one else offers. Do your customers identify you as being the only one? In journalism, the primary facts that need to be understood are WHO, WHAT, WHERE, WHEN, WHY, and HOW. The technique tells the reader whether the rest of the story is worth reading. The same approach tells your customer whether they should be interested in your products or services. Here’s how brand strategist Marty Neumeir describes the process for Harley-Davidson:

Who: Harley-Davidson
What: The only motorcycle manufacturer
How: That makes big, loud motorcycles
Who: For macho guys (and macho “wannabes”)
Where: Mostly in the United States
Why: Who want to join a gang of cowboys
When: In an era of decreasing personal freedom.

Your Only, Only statement becomes the litmus test for future brand decisions that will keep you on target while ensuring you maintain your difference from the competition.

Promise– We define this as the pledge you make to your customers when they do business with you. Every brand should have a promise—a takeaway. This might be expressed as a tagline or as the brand message on the homepage of your website, and it is always understood as a promise delivered to the customer from the brand owner. Starbucks promises that as a brand they will “Inspire and nurture the human spirit—one person, one cup, and one neighborhood at a time.” Starbucks views themselves as a company that brings more to the world than a great cup of coffee. It views itself as a lifestyle brand to consumers with a promise to affirm that. 

Perspective- We define this as the way your brand sees the world or reacts to specific situations. It defines why “People don’t buy what you do. They buy why you do it.” Simon Sinek, who coined the phrase, uses Apple as the best example of a company that leads with a clear and differentiated point of view, which is arguably the reason Apple is the most recognizable and effective brand in the world because “With everything we do, we aim to challenge the status quo. We aim to think differently.” As customers, we like to align ourselves with companies and brands with similar values and beliefs to our own. We often buy to feel like we belong. 

Personality– This is defined by modern8 as a collection of human based adjectives that describe your company’s characteristics, culture, voice, and qualities. Customers don’t buy experiences and products rationally. They are highly influenced by the way they feel and relate to your brand. Disney exemplifies their brand consistently through every detail and experience, and utilizes key adjectives that are integrated into their language to communicate their personality, like magical, friendly, and happy. You’d be hard pressed to find someone, despite their age, who wouldn’t feel those emotions and use those adjectives when stepping into one of Disney’s parks. The personality of Disney is how they win the hearts and minds of their guests. And this is what creates brand loyalty. 

Highly effective brands use design to communicate and connect to their brand pillars. Typically, the initial point of entry is visual, for instance, the Disney scripted logo centered upon a castle, a Harley-Davidson whizzing by, and a beautiful Apple computer being used in your neighborhood Starbucks. We are now living in a design and brand centric world. Design is where the “rubber meets the road.” Without great design based on a strategic foundation, there is no emotional connection and no lasting value.

Branding in a Pandemic

A few weeks ago, I was pretty nervous about talking live over Instagram to 1,300 strangers. I know a lot about branding, but branding in a pandemic isn’t as simple. I had to put more research and reflection into my preparation.

What we can all agree on is that the current climate of consumer spending is unstable. As consumers, we are all rethinking how we spend our money and the effects of the crisis may not be realized for yet another six to ten months. Discretionary spending will be squeezed from all ends, and we will ALL be more cost conscious, if we aren’t already. This doesn’t necessarily mean that a new brand can’t launch during this crisis, but it must answer the obvious question—does it address a current need?

Does your product or service make communicating, buying, traveling, working from home easier or more accessible? We are all experiencing a mindset shift since being forced to work, learn, and homeschool within our four walls. modern8 would have never considered running a service business virtually, but, by being forced into a new way of thinking about and leveraging technology, we are making it work and may never go back. During the last recession, several businesses used this shift in mindset to launch, and they still continue to thrive—Groupon found a way to bring coupon clipping to our inboxes, Slack helped us stay in touch with our work teams, Venmo eliminated the need to carry a checkbook, WhatsApp gave us a vehicle to communicate no matter where we are in the world, and Rent the Runway made fashion accessible and affordable.

The second consideration is an evaluation of your value proposition and competitive advantage—is it different and distinct enough to stand out in a crowded market? The current market is highlighting disparities in value from product to product and service to service. If you are a challenger brand, and not the first to market in your space, then now is an opportunity to prove your value against the bigger, slower leaders in your competitive landscape. Messaging that targets your audience and relates to WHY your product is needed above the others can cut through and get noticed. There is an opportunity to leverage the current circumstances to provide more value to your current and potential customers, to make your offering more accessible, and to analyze and balance the current needs of your market. This doesn’t mean giving more for less, but it might mean reevaluating the customer experience, creating helpful content, marketing with empathy, giving gratitude and donations, or providing a sense of place and belonging for your audience. Make your brand invaluable to your customers.

We are currently working with a direct-to-consumer brand called Wave Coffee, which is set to launch in the next month. We debated pressing pause and waiting to launch the product after the pandemic, but Wave addresses a current need—get coffee delivered regularly without the risk of going out and picking it up. There’s also the fact that the target market for Wave has already been defined, the aesthetics have already been designed to resonate within its market space, and the messaging has been crafted to speak to those preferences and motivations. Though Wave is not going to be the first to market in the coffee subscription space, it can still provide simple access to a product that promotes shared experiences, even during these times of uncertainty, can be purchased at a justifiable price point, and will take advantage of the shift in mindset while getting noticed for its value.

A brand is a promise of value to be received. A brand is the totality of perceptions that you see, hear, read, know, feel, and think about and have been embodied in a product or service. A pandemic could be the right time to establish or pivot your brand to reestablish a distinctive position in a potential customer’s mind based on their past experiences, current associations, and future expectations.

A brand is a shortcut for gaining and expressing beliefs and values for consumers. These promises of specific beliefs and values will also differentiate your brand while simplifying the decision making process for your consumers. There is always a means to exceed industry and market expectations, and create surprise for an audience that never knew, in their mind, what they were missing.

The (Imperfect) Brand Story We Tell

Why a crisis is the time to give brands personalities, context, and meaning

The thought of being vulnerable makes them red in the face. Every image is perfectly posed, perfectly lit, and perfectly filtered. They refuse to show imperfection. Sound like anyone you know? Or perhaps a brand you know?

Brands, like people, can suffer from social anxiety disorder. Unfortunately, by their very nature, brands are supposed to be in the spotlight, interacting with the public everyday and even multiple times a day on social media. Every chance a brand gets to show its personality and tell its story is vitally important, yet many brands waste the opportunity by hiding who they are behind boring facts.

In contrast, the very best brands let their unique personalities shine through. They stand up in front of the crowd, unashamed and unafraid of how others will perceive them. There are many brands right now who choose to be honest about how the pandemic is changing their future. Fashion brand, Tamara Mellon, admits to why they need to keep their annual sale as scheduled, even though many women aren’t thinking about a new pair of heels right now, because their business, like others, just can’t afford not to continue with planned sales. There are also brands that need to pivot their business operations to survive, and are taking this opportunity to tell a different story. Nordstrom is now focusing on a new plan for sustainability and phasing out plastic bags. “Through this COVID-19 crisis, we’ve been given a unique opportunity to reimagine our future and rethink what kind of company we want to be for our customers, employees and shareholders,” said President and Chief Brand Officer Pete Nordstrom. Brands should be prepared to let their perspectives come through in a growing brand story; this story that is changing minute by minute, and is so much more substantial and honest than those that attempt to hide and deny reality

Stories are a part of human nature. We’ve been doing it for a long time. Mankind has always passed on knowledge, learned lessons, and imagined adventures through storytelling. We use stories to give our personalities context and meaning.

A story is not only the best way of earning an audience’s attention but its heart as well. It breaks down barriers, allowing people to understand you and forgive you your weaknesses because they can see how your story relates to them. Moreso than this, an established story is memorable and should encapsulate what the brand ideals are, and should be the blueprint for how the brand interacts with the world.

The real secret is choosing the right story for your brand. Just like any person, a brand can have any number of stories that define it. These stories can range from seemingly insignificant, to monumental. Last year, we worked with Little Unicorn for a brand design refresh. During the process, we found that the real connection between the brand and the consumer was the story of real parenting and the story of the moments with your child—that story will be messy and sometimes a little dull, but it won’t be boring. Their story of imperfection makes an authentic connection with their audience and allows an opportunity for their brand personality to resonate. Many of us are currently stuck at home with babies and kids, trying to balance parenthood with work. Life is less than perfect and sometimes we make choices that sacrifice one for the other—letting that spill go unwiped, mid-video conference hugs, or sharing a bowl of mac and cheese for lunch. Creating marketing messages that prioritize their customers and their ability to share intimate moments with new or growing families through their products, tells a story of understanding and empathy.

The reason this story of imperfection is important is because it’s emotional and sticky. Those who read it will come away with feelings about the company based on their stories and will bring that perspective to all other interactions with that brand.

Chip and Dan Heath, authors and columnists for Fast Company magazine, expounded on what makes an idea (or story) sticky, and it’s a lesson that all brands can benefit from; like Little Unicorn’s story, the Heath’s suggest it must be simple (the story of your child), unexpected (the story is messy and sometimes a little dull), concrete (everyday is a story), credible (we all have a memory of childhood to hold on to), and emotional (enhancing the beauty of real parenting). Not all stories have all these elements, but the more they have, the more effective they are.

Admittedly, finding your personality and finding a way to communicate it through a story that stands out and connects with your audience amid so much clutter may be daunting. For every good story out there, there are dozens of completely forgettable ones. It’s all the more reason to put the extra effort into finding, creating, and crafting a good story.

If a good brand story is worth having, it is worth telling.

Designing Joy

HOW AESTHETICS CREATE FEEL GOOD MOMENTS (A LOT OF WHICH WE NEED RIGHT NOW) 

One of my neighbors last week dropped off a box of pastel colored outdoor chalk with a handwritten note. The note explained how chalk was used by the children in Italy to bring peace and happiness to those who needed it during this time of uncertainty. My three-year-old immediately recognized the chalk and demanded we go outside that very moment. We both have a love for rainbows so that is the first thing we drew together followed by some clouds, a sun, and our names. Drawing those objects with bright colors brought me back to my own childhood—when feelings of delight seemed to be in abundance. Every day since, I look down and step over the rainbow, sun, and clouds, and those same feelings of joy come over me.

I didn’t immediately recognize those feelings as joy, but on a recent Monday we watched a very timely TED Talk in our morning Zoom meeting titled “Where Joy Hides and How to Find It” by Ingrid Fetell Lee. I smiled as Lee immediately caught my eye wearing a dress in one of my favorite color combinations, red and purple. She starts off her talk by recalling her senior portfolio critique and the feedback she received from several years worth of effort was “Your work gives me a feeling of joy.” “Joy? Joy is nice, but it’s kind of light—not substantial.” This idea set her on a journey to understand the relationship between the physical world and mysterious emotion we call “joy”. What she discovered is that not only are they linked, but that the physical world can be a powerful resource to us in creating happier, healthier lives. 

Like you, I am spending my days at home managing my life in an uncertain future; running a business, entertaining, and homeschooling my kids while trying to stay physically and mentally healthy, and being overly cautious in all of my actions. It feels unrealistic to focus on the pursuit of overall happiness, but drawing and walking over chalk rainbows brings me joy—an intense, momentary experience of positive emotion. As psychologists explain, joy is different from happiness, which measures how good we feel over time. Joy is about feeling good in the moment, feeling good when life feels out of our control.

This week I have made an effort to notice objects and things around me that bring me joy. Things like the fresh flowers on my coffee table, the new VW electric bus I saw an ad for, the artwork hanging on my walls, the rainbow sprinkles on our ice cream cones, white clouds against the blue sky, pink frosted sugar cookies, artists I follow on instagram that use color and whimsy in their work. Like Lee, I too noticed that although feelings of joy are mysterious and elusive, I am able to access them through the tangible, physical aesthetics that surround me. While these observations may seem juvenile at first glance, if we hold ourselves back from the enjoyment of aesthetics in color, patterns, and symmetry, we might miss hidden opportunities of joy. 

This realization sent me on a crusade to create and design, for myself and my family, a space where moments of joy can happen often. We are wearing more color and making our beds. We are drawing, coloring, and creating art. I have a separate instagram account that is curated with artists, objects, and animals that make me smile. We are getting balloons when we pick up our groceries. There are more fresh flowers, bubble baths—I am intentionally putting us in the path of joy. 

Seeking and creating joy offers an alternative to seeking out “happiness” in our current state of affairs. Perhaps in several years when we reflect upon this time, the little moments might add up to more importance and significance. Because if we stop, seek, and create joy in our surroundings, we might see it’s already happening around us. And we all need to take notice of that right now. 

Make Vision Real

Executives set the vision but the designers execute it.  

“A computer on every desk and in every home.”

That was the imaginative and unfathomable vision statement Microsoft wrote when they were founded in 1975—only 45 years ago. In the years that have passed since, that vision is a reality.  A vision statement is exactly what it sounds like. It’s a statement that describes where the company envisions itself to be upon achieving their mission, and the executives of the company have the responsibility for setting such an aspiration for an organization.

But for many, the problem isn’t setting the vision—it’s executing the vision. And according to a comprehensive new report, design can make that vision real. 

The Chicago-based IIT Institute of Design has completed a major study, titled “Lead with Purpose,” with the purpose of identifying design’s role in realizing executive vision. The Institute, founded in 1937 as the New Bauhaus, conducted qualitative one-on-one interviews with over 50 business and design practitioners.

We’re past the point now where we feel the need to promote the idea that design makes good business sense. Recent reports from Fjord, InVision, and McKinsey have clearly and quantifiably demonstrated that design offers great value to organizations. What the ID study makes clear now is where design meets strategy. 

The vision of an organization, set by the executives, is strategic. But as one respondent in the report said, “The connection of strategy to execution is where we fall down, and frankly a lot. There are huge gaps between all the strategy and thinking and then the ability for the organization to execute on it.” As designers, we are well suited to bridge the gap between abstract visionary ideas and concrete tangible outcomes. The report states, “Designers thrive in the face of ambiguity. The intent set out by the organization’s business leaders should be visionary, and, as such, it will likely be lofty as well. Designers can take the same competencies and methods (foresight, systems thinking, etc.) that they put toward building products or solutions and orient them toward achieving that vision.”

There are six skills that an organization should seek in order to move from vision to execution: storytelling, prototyping, foresight, facilitation, collaboration, and systems thinking.

  1. Storytelling 

You should be able to boil down your brand story into a sentence that reflects your point of view. Create an infographic that dispels ambiguity. “That’s the difference between a designer and a scientist or technician. The technician could give you a hundred pages of data that probably says the same thing that a designer would say in two sentences.”

  1. Prototyping 

It’s a well-accepted principle that testing business ideas and products should occur early in the development process. The oft-repeated axiom “fail early and fail often” is testament to the value of prototyping. Sketches, mockups, and models are all means to rapidly try ideas out with your user and with your business to learn from the experience. 

  1. Foresight

Seeing a forest while bumping into trees is a common problem for organizations. Too many executives are simply blind to the different types of disruptions that are happening in their industries. As designers “we help them understand the drivers of this disruption and the implications and how to manage and continue to grow or innovate within the disruption.”

  1. Facilitation

Organizations pretend to know how to implement high-level, visionary goals. “How we shape—and facilitate—activities to get to those goals is where design comes in.” 

  1. Collaboration 

It’s not just the marketing or communications departments that are responsible for executing visionary strategy. Manufacturing, R&D, sales—they’re all important. “A mature design organization leverages design to support its other functions. It’s not design as a service. It’s design as collaboration.”

  1. Systems Thinking

Designers think differently than business school grads, who tend to think linearly, numerically, and logically. Designers think spatially, visually, and emotionally to make connections and conclusions missed by others. Designers are saying, “What other folks in the business do we need to be talking to, to make this all work?” 

For strategy to succeed in propelling an organization forward it needs to be both, envisioned (intent) and realized (effect). “There is currently a great opportunity [for designers] to lead an organization on the pathway from intent (strategic vision) to realizing that intent both within the organization and outward to the broader world (effect).”

fa-NaNa-tastic

Speaking of women, modern8 hosted and sponsored NaNa’s first kickoff event at Commonwealth Studio three weeks ago, and we are still flying high and celebrating! We met so many amazing women (and had a lot of delicious food & drink) who are blazing trails in entrepreneurship, design, fashion, food, tech, and overall badassery. We will be sharing our next NaNa event soon, so if you want to be the first to hear about it and connect with other women who #makeithappen, sign up for the monthly newsletter on the website letsnana.com.

Crafting modern8’s New Look

The best identities last quite awhile. Changing with every trend suggests a graphic solution that is based on fads instead of design principles. The modern8 symbol and wordmark were designed 17 years ago and had remained unchanged.

With the launch of our new website last fall, we formally introduced the updated modern8 look and feel, which had been evolving over the year. Here’s how it works.

Giving structure to creativity.

With new management at modern8, the objective was to suggest a new direction and update the identity. We wanted to create a design language that allowed us to be expressive while working within a defined menu of components.

“We designed a palette of expressive elements that would allow for brand consistency while still leaving room for abundant creativity.”

-Alyssa, Senior Designer

Consistent and Grounded.

The package of assets that comprise our identity work harmoniously together: the wordmark, the symbol, the lettermark, the colors, typography and photo and illustration styles. Each are complementary and distinctive.

“We wanted the new identity to maintain the legacy and equity of what was established in 2001, but feel fresh and modern and reflect the vibrancy of our team.”

-Alysha Smith , Managing Director

A bold wordmark.

The most important element of the new identity is the wordmark. The unusual hyphenation of modern8 into two lines, acts as a visual attraction and incorporates the hyphen as an integral component of the final solution.

The lettermark.

A compact version of our wordmark grew out of the internal use of the abbreviation m8. It functions as an additional symbol along side the 8man.

An independent symbol.

The use of the Eightman, our symbol, is now separated from the wordmark and acts independent of it. Subtle changes have been made, including to the terminals of the “mouth” stroke to match the hyphen in the wordmark.

Our brand typeface.

We use Raleway as our corporate typeface, a modern sans-serif, often displayed boldly and vertically oriented as it appears on our website..

Corporate colors expand.

The color most associated with modern8 has always been an orange yellow. The old color has not been discarded, but a new complementary palette has been added, bringing the total up to five. The new palette is dynamically displayed on our home page.

Consistent illustration style.

We have always created custom illustrations for posts in our Thought Library, but in the past each illustration was different stylistically, depending on who created it and the message conveyed. We’ve adopted a collage style that mixes black and white photos, typography and bold strokes of our corporate colors to achieve a consistent look, despite a wide range of subject matter.

There’s more to come.

When we think about the changed world since modern8 was founded 18 years ago, it’s only natural that brand look and feel move forward with the times. It will continue to evolve and we love it.

Are You a Design-Led Company?

Make me look like Apple. Help me feel like Nike. Build me a brand like Google. These are very common wishes we hear often when engaged by a new client to create a brand. We don’t shy away from this idea—we dig right in. We want to understand out of the gate how our clients perceive the connection between business value and design.

Recently, a client we worked with proposed an interesting challenge—the CEO asked that their startup feel like a “tech company” but not look like a ”tech company”. It was important they fit in and, important they stood out as a tech solution for a very niched industry—one far from the typical startup coming out of Silicon Valley. We took them through our d5 Brand Design Process, and, together,  we designed a brand identity system that matched the innovation of their product with the authentic and trustworthy attributes of the brand.

If the CEO is present in the kick-off meeting, we know that we are working with a design-led brand. Design is as important as sales, operations, and finance. Apple, Airbnb, and Google all lead with design and maintain a significant stock market advantage, outperforming the S&P by an extraordinary 211%. McKinsey, the highly regarded management consulting firm, suggests there are four common themes of good design, which they formed into the McKinsey Design index. Companies are rated by how strong they are design-wise and how design links up with their financial performance. In short, the companies that performed best financially understood that design is of top level importance.  

In our 17 years of business, we’ve seen companies succeed and fail. While there are many outside factors that contribute to longevity and growth, companies that use design for problem solving, experience shaping, and aesthetics stand out in their competitive landscape. Design-led companies begin and end with design. While we typically help our clients with the deployment of their brand design, we recognize when companies successfully embrace a design culture and use it to inform all of their decisions at inception.

Design can guide process and experience, but more importantly, it is where the “rubber meets the road”—where we make the emotional connection and generate the “I gotta have it” (at any cost) mentality. Apple, Airbnb, Google, and our newly branded client all embrace design from the top down, guiding the way they work, interact, and present themselves to the world.  

ARE YOU A DESIGN-LED COMPANY?

Are your competitors capturing more market share because they lead with design? Take our assessment tool adapted from the McKinsey article, “More than a feeling: Ten design practices to deliver business value,” to find out if you are handling design right.

For each question, score your answer with: A-1, B-2, C-3

  1. Where do you utilize design?
    A. We have a graphic designer
    B. We have multiple design teams
    C. Design is an expertise required in all departments
  1. Where do you design teams work?
    A. We use a freelance designer that works remotely
    B. Design works out of a central office
    C. Our designers sit in all of our offices?
  1. Does design fit into your development process?
    A. We do not have a design phase in our process
    B. We have a clear design phase
    C. Design is involved throughout the entire lifecycle
  1.  When do you prototype?
    A. We have a prototyping phase
    B. We may have more than one prototyping phase
    C. We iterate from start to finish
  1. Who leads design in your company?
    A. The graphic designer
    B. The marketing director
    C. A chief design officer who is a peer to other board members
  1. How do you track design performance
    A. We do not track
    B. We review customer feedback post-launch
    C. We track pre-and post-launch as rigorously as we measure quality, cost, and delivery


HOW DO YOU RANK?

0-6
Design isn’t considered mission critical for your business or to your customers. You have the most to gain commercially from investing in design, especially if your competitors don’t.

7-10
Design has a role in your company but in this range it isn’t a top priority. Your company could benefit from utilizing design to understand what your customers want when developing new offerings.

11-14
You recognize design capabilities and may see design as an integral part of your brand but still have an opportunity to structure your processes to use design as a commercial resource.

15-18
Design is core to your business model and strategy. You are likely to have design literate board members and consider design worth heavily investing in.

Pick your Color

When you are busy rebranding other companies, it’s difficult to make time for refreshes to your own goods, but, slowly, we’re checking them all off. Our new business cards are one of the first, hold-in-your-hands, tactile, expressions of our new brand, and, we have to say, we’re stupidly infatuated with them. We created them in the range of our modern8 color wheel, and instead of having to choose one color, we got them all. So—depending on our mood—you might be bequeathed a pink, blue, gold, green or white 2×3 work of art.