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Young Designers 2011 |
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| Keywords Systemization Standard operation procedures Repeatable systems Holistic |
Spice Holdings is a brand strategy firm that specializes in marketing by design. My project brief was to understand their design process, expand it further and formalize it. The aim was to create a system that would provide guidelines for all kinds of projects across all offices, thus enabling the team to maintain consistency in work and output. I had to first understand the existing design process followed by studying ongoing projects to identify the opportunity areas and gaps. Different competitors of Idea Spice were studied and analyzed. To gain insights various stakeholders were interviewed and their issues and expectations were addressed thereafter. The experience economy has closed the classic divide between design and marketing and in the future, design managers will have to continue in their transformation from craftsmen of products and guardians of process to alchemists of interactions, who orchestrate and inspire at various cross-enterprise levels. My role there was at an operational level where I had a relatively new approach of integrating design thinking as a concept in different business functions. The operations of an organization are not simple standard processes but include many elements which need attention simultaneously for the successful running of business along with its process standardization and systemization. The final deliverable was a repeatable system derived from the existing process, independent of people and place. The standard operations procedure not only takes care of a holistic design process but is inclusive of parameters like talent management, knowledge management, tools and techniques, they being critical elements in an organization’s operation. The processes themselves cannot work in isolation and are further connected to bigger and similar processes. The project gave me new insights and identified critical issues that need to be taken care of within any organization. |
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