Hasta La Ideas

Over the past weekend, Core77 ventured up to Boston to check out the inaugural edition of the HarvardxDesign conference, a collaboration between the students of the Harvard Business School and the Harvard Graduate School of Design. The conference explored ways to use the principles of design to transform business and education and included both a speaker series and a design challenge. We hit the ground running on Friday night with a series of rapid-fire presentations from the likes of Hunter Tura, CEO of Bruce Mau Design; Paul Pugh, VP of Creative for Software Innovation at frog; and Marco Steinberg, Director of Strategic Design at the Finnish Innovation Fund.

Hunter Tura preached how imperative it is for designers and businesspeople to collaborate as early in the product development process as possible in order to create the most holistically successful results. “The Design School students need to introduce themselves to the Business School students,” said Tura, “because these people will one day control the fate of your brand.” Tura continued with describing how innovation, certainly the buzz word of the conference, has become like irony. “It’s very difficult to define, but you know it when you see it,” said Tura, while showing examples of products that have changed stagnant markets. Most importantly, though, innovation is not some stand-alone goal to achieve—”innovation is not something that exists in a vacuum”—but rather something that is dependent on the design process.

Paul Pugh talked about bucking the stereotypes in design in order to find happiness. He put up the typical design thinking process, with steps like Discover, Concept, Refine, and Deliver. “These are really marketing diagrams about how design works,” said Pugh. “At frog, we try not to stick to that.” The very rigid process of design thinking can be limiting, so teams at frog are allowed to come up with their own processes and ways of working, all in the pursuit of turning a sort of happy chaos into the best end results. Pugh described how software design projects are often regarded as trivial, especially in comparison to social innovation projects. “But look at software design as a humanitarian project,” said Pugh, flipping the modality on its head. “People sit in front of screens all day—we can make them happier and make their lives better. Always think about how products can change a person’s life.”

Lastly, Marco Steinberg stole the show with a passionate and down-to-earth talk about using design to face the world’s biggest problems. “Our challenges are on such a grand scale. Combine that with diminishing resources and now it’s about redesign, not just making the systems more efficient,” said Steinberg. He described the aging populace in Finland where the tax base is shrinking, yet the need for services is quickly increasing. This seemingly necessitates the need for service designers, yet solely using service designers as the solution “will only make the services more pleasant—we’ll just die more pleasantly,” but not solve the root of the problem. Government needs to engage all stakeholders into to administer its services better.

During the panel, Steinberg continued to inspire the audience with his stories of struggling to change the culture of government through embedded designers. “The public sector has no history [of design],” said Steinberg. “If we can figure out how to get in, then we’re not burdened by any legacy.” However, unlike the oft-repeated design thinking maxim of failing early and often, designers in government cannot be allowed to fail since there won’t be another opportunity to try again. Steinberg also offered two “sinister” strategies that he uses to effect change more rapidly: the Trojan horse—”we give you what you want, but load it with what you need”—and creep—”do small things, work at the margins, then take bigger and bigger bites.” Although we had never heard of Marco Steinberg before today, he is definitely worth keeping an eye on.

Saturday started off with a somewhat status-quo yet highly enjoyable lecture on using design to shape business strategy from IDEO’s Colin Raney, who proffered Richard Buchanan’s Orders of Design as a basis for understanding business design. The Orders of Design start with graphic design, then evolve to products, to interaction design, and finally to system design, which includes businesses, government, education and other organizations. “Business is the platform for design,” said Rainey. He then described the steps for integrating the design thinking process into business strategy, which include visualizing the system, looking for areas of potential leverage, and then implementing a series of systemic changes to redefine the system.

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