Here’s a great example of the higher level goals that Experience Design could contribute to or help operationalize:
Two wonderful quotes from an interesting article from McKinsey Quarterly called “The Value in Organization”
“Yet another and perhaps more important skill lies between the two, in the realm of organization: the design of structures, systems, and mechanisms to guide and motivate the actions of employees and the critical task of implementing new organizational systems.”
How do you operationalize that? I don’t know many CEO’s with the skill set to impliment that. I think you would need a multi-disciplined team with some kind of unifying vision and process that would enable “the design of structures, systems, and mechanisms to guide and motivate the actions of employees.”
I do believe that some of this could be achieved with an internal branding effort based on the realities and strengths of the business, but if you want to really create an coherent experience for employees you have to address the information and knowledge systems that support their work, the communicaiton systems that connect them with customers and each other, and the interior design of there work environment etc. Moreover everything must be designed to support the reality of their everyday work life, so that doesn’t mean slamming in a CRM system and a KM system and then refurbishing the office.
Sounds like a pretty rich Experience Design project, if you believe in the wider, strategic concept of Experience Design. Like ED as a unifying force that enables multiple diciplines produce a set of distinct products that work together in a coherent fashion.
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