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大公司需要更好的設計業務領導,原因何在?

大公司需要更好的設計業務領導,原因何在?

Timothy McDonald 2019-03-19
設計業務領導者應多花一點時間了解他們希望執掌的機構,甚至可能包括采用一些重要的設計方法。

《財富》雜志的錢科雷與作者瑪利亞·茱蒂絲、Salesforce的賈斯丁·馬奎和納里尼·科塔拉珠,以及Invisible Design的哈里·韋斯特在新加坡參加2019年《財富》頭腦風暴設計大會。

在過去5年中,共有50多個頂級設計和創新公司被其他公司收購。但該領域的多位領袖稱,各大公司通常在新項目收購之時感到十分糾結,而且難以有效領導其設計團隊。

他們在不久前新加坡《財富》頭腦風暴設計大會的圓桌會議上討論了設計業務的領導力問題。

瑪利亞·茱蒂絲說:“有關如何成為好領導的培訓并不多,但有關如何成為好經理的培訓卻有一大堆。”在瑪利亞的幫助下,體驗設計公司Hot Studio從兩個人發展為一家全服務機構,后被Facebook收購。

她還指出:“領導者通常從經理中產生,但這些經理并不一定真的了解這兩個角色之間的細微差別和區別。”她認為成功的設計職業并不僅僅是為了滿足關鍵指標。

Invisible Design負責人哈里·韋斯特認為,大型機構通常缺乏設計業務領導者,可能也反映了人們普遍缺乏對設計內容的理解。

他說:“設計是一個非常寬泛的詞。人們對它的理解往往過于簡化,而且大型機構會說,‘我們需要一些設計業務:你去做吧。’”

Salesforce產品設計與用戶體驗執行副總裁賈斯丁·馬奎表示,設計業務領導者應多花一點時間了解他們希望執掌的機構,甚至可能包括采用一些重要的設計方法。

他說:“在我心目中,這類領導首先應該在公司內部啟用一個人種學流程。”同時他還承認,很多公司可能并不會聘用那些希望在正式開展業務之前執行6個月研究流程的領導者。

但馬奎的同事、用戶洞見與分析業務副總裁納里尼·科塔拉珠并不認為領導設計創意業務與領導其他職業有什么太大的區別。

她對觀眾說:“我一開始就懷疑‘什么讓設計師認為自己是如此特別’?”。她的這一論斷迎來了一陣掌聲。

哈里·韋斯特認為,這種區別很小,因為設計師更注重職業滿足感,而不是金錢。

科塔拉珠并不贊同這一說法,她說:“數據科學家、工程師和統計學家亦是如此,我們都在尋找工作的意義。”

很多公司從其他領域引進人才,或試圖花錢收購相關機構來解決設計業務困境。多名小組成員援引了業務整合奏效的案例。但馬奎表示,在這一過程中保持謹慎的態度十分重要。

它說:“在Facebook行得通的設計和創新文化對于微軟來說可能就行不通。”

韋斯特說,不用擔心,各大在收購機構和管理其設計部門方面正逐漸變得更加得心應手。

他說:“最終,人們將變得更加明智,而且會更加理智地對待收購的對象。”(財富中文網)

譯者:馮豐

審校:夏林

In the last five years, there have been more than 50 acquisitions of top design and innovation firms. But several leaders in the field say companies often struggle with new acquisitions and fail to provide their design teams with leadership.

They made the comments at a roundtable discussion about design leadership last Wednesday at the Fortune Brainstorm Design conference in Singapore.

“There’s not a lot of training to be a good leader. There’s tons of training about how to be a great manager,” said Maria Giudice, who built experience design firm Hot Studio from a two-person company to a full-service agency before it was acquired by Facebook.

“Oftentimes there’s a manager who gets elevated to become a leader, but they don’t really understand the nuances and the differences between [the roles],” she added, suggesting that a successful design career was about more than meeting key metrics.

Harry West, principal at Invisible Design, agreed that design leadership is often lacking in large organizations, perhaps reflecting a broader lack of understanding about what design entails.

“Design’s a very big word,” he said. “Too often it just gets overly simplified and a large organization says, ‘We need some of that D stuff: You’ll do.'”

Justin Maguire, EVP of Product Design and User Experience at Salesforce, said design leaders should spend a little more time finding out about the organizations they hope to lead, perhaps even applying some key design methodologies.

“I’d be looking for someone whose first step is to almost run an ethnographic process internally,” he said, while acknowledging that many companies might balk at a leader who wants to conduct a six month research process before getting down to business.

But Maguire’s colleague Nalini Kotamraju, VP for User Insights and Analytics, wasn’t so convinced that leading design creatives is significantly different than leading other professionals.

“I have the natural skepticism of, ‘What makes designers think they’re so special’?” she told the audience to some applause.

Harry West suggested that designers were a little different because they placed a greater emphasis on professional satisfaction than on money.

Kotamraju disagreed. “So do data scientists, so do engineers, so do statisticians,” she said. “We are all looking for meaning in our work.”

Many companies bring in talent from elsewhere or try to buy their way out of design dilemmas by acquiring an agency. Several panelists cited examples of where integrations had worked well. But Maguire said it’s important to tread carefully.

“What works for the culture of design and innovation at Facebook is probably horrific at Microsoft,” he said.

Not to worry. Companies are becoming savvier about buying agencies and managing their design departments, West said.

“Eventually,” he said, “people will wise up and become smarter about what they’re buying.”

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