Perspectives

DYFED “FRED” RICHARDS

November 28, 2024

Let me start by stating that I am at least somewhat optimistic about the future of our industry.

Let’s be fair—we have been here before with all the scare mongering with experts preaching from their pulpits the end is nigh. The advent of the Macintosh, Quark Express, Freehand, Illustrator, Photoshop, and now the new Nemesis AI. For an old timer like me the perspective is simple enough to be able to discern the difference between a tool and how to use the tool. Believing the tool alone is the solution and preaching as such is where one of the problems in our industry lies. History shows us that these prophets of the latest and greatest do not last.

The future of our industry lies in the ability to use these tools (appropriately and ethically) and our innate human creative talents, while not willingly surrendering our capabilities and community to the latest technology.

So, if the tools are not the real issue where do I see the problems?

There are several factors, but they all end up with one—
the human factor.

Design leaders and design business owners with shady principles and no discipline would be my first. In that past 18 months I’ve been fortunate enough to have witnessed dozens of design agency new business presentations for my clients. Frankly, I have been left underwhelmed and disgusted by some of the behaviors of some of the agencies. Agencies still providing “free work” and worse still claiming work that they had little or no right to claim is sadly all too common. Fake touchpoints in some vain attempt to demonstrate the project was larger than it was, or the agencies’ responsibility was beyond designing a package. No tangible data points or perspective for the business and the brand’s growth, no idea how to present what design should mean in terms of value to the C-Suite. A yawn fest of animated logos for the sake of animation, culture videos and pet-friendly presentations (lord give me strength!), extended flavors to ranges that ultimately turned out to be fake, and in one instance two different agencies presented the same case study slide for slide. While I was honored to have been asked to participate in the exercises, I found myself apologizing on behalf of the industry to my clients. Agencies that I was genuinely excited to see present (from both sides of the pond) left me feeling disappointed and let down. We wonder why clients say it is difficult to select an agency, I now have a very good idea why this is the case. We all need to do better.

With practices like these I believe that the design industry needs a radical overhaul and honest look at itself.

There are far too many design business owners or individuals in new business roles who should be nowhere near a boardroom let alone a presentation that could determine the outcome of a business and other people’s livelihoods. The metaphor of the ostrich with its head in the sand would be perfect for the current state of design industry's attitude, with a blind faith that the good old days and big budgets will return and make everything better.

I pour some whiskey on the ground in homage to some of the great agencies and individuals we have lost in the past decade.

Agencies that helped define and set standards for us all are now long gone. Agencies that were acquired and melted into the soulless mega holding companies to take advantage of the person-to-person relationships that helped create and build the business in the first place. When the numbers rule everything while the industry continues to navel gazes at the industry awards and shiny objects, we all lose, and the bean counters and clients know it. The design industry can only blame itself for the mess we are in. It’s time to clean house.

I am not suggesting that everyone is guilty of such shady behaviors, or that there is a lack of creativity. I realize that I have been blessed with several unique opportunities to see the things that I have seen… to – in effect – look into the mirror of our agency community and how we show up to clients. Very few other people, whether clients or agencies, get this kind of view of the place in which we compete. So, some of these frustrating practices are a function of ignorance, lack of broader views, or appropriate category and industry assessments of our own industry. 

We say things we perceive to be novel and clever and proprietary, (the trademarked process... – Yawn!) yet clients see and hear the SAME things over and over and over.  Too often, they see us as homogenous, commoditized, interchangeable “parts”. No wonder so many clients make agency decisions based on subjective opinions, the lowest pricing, or personalities they believe they can trust. After all, if we all look and sound the same, pricing and relationships become the differentiators. This should not be the basis of the value that we COULD create for our clients, their consumers, their brands, and their businesses. But here we are.

What I am advocating for is an honest understanding of where we are as an industry, what needs to change for our clients and for all of us to align on some of the basics. Something that should be simple to comprehend and easy to apply. Wishful thinking? Possibly. However, we must start somewhere, or the ultimate decline of this industry will be on our watch and for that alone and for the next generation

I am prepared to stand up and be counted. 

— Dyfed “Fred” Richards

DAVID BUTLER

December 12, 2024

Is Design Dying in the C-Suite?

I believe it is. And here’s why.

Think of three companies today that are genuinely “design-driven.” Are there modern equivalents of the Steve Jobs–Jony Ive partnership, where design is strategically being used to change lives on a transformational scale? And if you think so, ask yourself: is the design leader in those companies female or a person of color? And lastly, is the role of design and it's leader evolving into a more critical, and strategic role comparable to today’s CTOs, CIOs, and CFOs?

The answer is often no.

But I belive it's time for change. The world has shifted dramatically over the past decade—and design must evolve with it. It’s time to reimagine and restart design within Fortune 500 companies.

But before imaging the future, let’s rewind.

In 2004, I received a call from a headhunter about Coca-Cola’s first-ever design leadership role. As I navigated the gauntlet of interviews, I repeatedly asked two questions: “How do you define design?” and “What would the head of design do?”

At the time, design leadership inside Fortune 500 companies was almost non-existent. Claudia Kotchka at Procter & Gamble and Jony Ive at Apple were the only role models I knew—each leading in entirely different contexts. There was no blueprint, no training program, no precedent for what a design leader could or should do.

After accepting the role, reality sank in. Leading design across a global system spanning 207 countries, over 200 brands, and a $98 billion market cap demanded systemic change. I realized that to drive impact at scale, design had to connect deeply to the company’s power structures—its vision, strategy, and leadership.

To lead design effectively, I also knew the term “design” itself had to be redefined.

Like other CPG companies, at Coca-Cola, “design” was often confined to packaging aesthetics. That definition was too narrow. Design needed to be seen as a strategic lever—one that could influence every facet of the business, from brand-building to operational efficiencies and much needed innovation.

With the help and support of extraordinary people across the company and around the world, we redefined design, elevated its role in the organization, and aligned it with the Coke's long-term vision. By the time I left in 2017, the company was on track to double its value over the decade.

Yet here we are, in 2024, questioning if design is losing its way. Is it too late to reverse the decline? Can design regain its seat at the leadership table?

These questions drove the creation of "The Future of...Design" conference. In late 2023, Fred Richards, John Gleason, and I reflected on the state of design within large organizations--from leaders inside to the agencies who support them. We realized no one was addressing this head-on. So, we decided to try to get design leaders, business leaders, agency leaders—as many leaders as possible—into a room to open up, get real and change things.

Imagine how big this could be?

Imagine if more companies used design to strategically build culturally iconic brands? Imagine if design was once again the catalyst for breakthrough innovation? And what if we could truly deliver on design's ability to holistically solve problems across geographies, business units and disciplines?  

We are the people we've been waiting for.

Let's do this!

— David Butler