Co.Design

9 Ways To Get The Most Out Of Design Thinking

How Lippincott, the branding and strategy firm behind Coca-Cola's swirl, Starbucks's logo, and Samsung's global identity, fuses creativity and analytics.

I lead an unusual company. Lippincott, part of the highly analytical management consulting firm Oliver Wyman, is the creative force behind the ubiquitous red-and-white Coca-Cola swirl, Samsung’s global identity, the Starbucks logo, Walmart's rebranding, and the Infiniti concept, name and brand.

We have experts in stochastic modeling and strategic choice analysis sharing workspaces with graphic designers, linguists, and architects. Each of our disciplines has its own perplexing vernacular, industry associations, dress codes, and even workday start times. Yet, somehow this unique blend of skills has managed to sustain itself in this way for 70 years now.

Photo by Douglas Maxwell

Lippincott thrives in pairing the rational and the creative, using a process that is often referred to as design thinking. This is a place where more and more CEOs want their organizations to be. Spurred by the success of companies like Apple, and fearful they’ll get left behind in the competitive race if they don’t master this skill, companies are investing in bringing the creative into operationally oriented organizations, sending executives for training at places like the Stanford d.school, and creating environments designed to foster right and left brain integration.

Design thinking, however, is a slightly murky concept that means different things to different people. At heart, though, it is about fusing the creative and open-ended with the analytical and operational, combining very different ways of thinking and acting. This is, of course, easier in theory than in practice. How do you get children’s book authors and chemical engineers to click into something greater than the sum of the parts--rather than devolve into warring camps? Here are some of the lessons I’ve learned along the way as CEO and rules we all try to adhere to at Lippincott.

Everyone’s a Bit of Everything

Photo by Douglas Maxwell

Success starts not with bringing the suits and creatives together but with making sure you hire suits who are a little bit creative and designers who are energized by business issues. We like our employees to have a shared outlook on creativity in the workplace and to bring outside passions--like fashion, photography, and writing--into the work environment in order to create a shared love for the experiential and emotive.

Barrier-Free Collaboration

Some firms with diverse talent use project management or account management to pull the pieces together. For example, most ad agencies have an intermediary who manages the work, brokering the roles of the marketing, creative, and strategy teams. Not Lippincott. We have found that this can be more of a separator than a connector, even a barrier to collaboration. For us, there are two broad skill sets--strategy and design--with no buffer in between to organize them and tell them how to work together. They have to figure it out on their own.

All Things Equal

Photo by Douglas Maxwell

All of our career progression opportunities are the same across disciplines, and during career reviews, all of our strategists and designers are evaluated against a common set of criteria. We also have the exact same internal salary levels across these positions (even though external salaries for MBAs and MFAs are often vastly different). It makes our labor costs a bit higher but we view it as a critical cost of doing business, so that everyone feels truly equal.

Everyone’s Invited

While it can make for bigger and even unwieldy meetings, everyone is invited to the table and encouraged to have a voice. And when it comes to client projects we invite a wide group in to discuss and contribute, even at the risk of efficiency and focus. For instance, when working with clients to help envision what the customer experience journey might look like three to five years down the road, we hold an internal “mapping” session. Everyone across all levels and departments is encouraged to think expansively about a particular category and contribute to building out the vision. This becomes a foundation for the people on the team leading the project to explore areas they might not have thought of. You never know who in the room might have the most innovative idea unless you ask.

We're All Business People

Photo by Douglas Maxwell

All of us are true business professionals--held accountable for budget management, project pricing, and client management. Regardless of our backgrounds, we have solid business acumen and are serious about running a tight ship. We do in-house training on the economic model of our business, financial planning and forecasting, and budgeting. We also share a comprehensive business report each month that gives teams a true look under the of the hood of the business allowing them to best manage their client relationships. In my experience, a lot of organizations take a slightly patronizing view of design and creative types, assuming they can’t really be expected to understand and manage things like budgets. We assume the opposite--that everyone can and should be a good businessperson.

Shared Audacity

We have a common and modest focus on “building tomorrow’s best brands” as a uniting passion and rallying cry. We emphasize, both to our people and our clients, the power of what we can achieve when we harness all of our skills and coalesce the creative and the strategic in addressing a branding challenge.

Recently, we were asked to help innovate an iconic collectable toy brand. And while the client had the idea of making incremental improvements to the design of the actual product, we brought together a diverse group to rethink the bigger strategy, which led them to focus not just on a product to be cherished and displayed, but in using the product as a springboard to develop a fun, intergenerational learning platform. Bringing together graphic and industrial designers, as well as MBAs and digital strategists, helps us to lead all of our clients in new directions and forces us to not only ask the “why” but the “what if."

Loose Control

Photo by Douglas Maxwell

Good designers are by nature rule breakers. They like to challenge conventional wisdom. To encourage this mindset and allow freedom of exploration, we try to manage in a way that sets goals and provides broad metrics but that leaves lots of day-to-day leeway to be creative and find new ways to help build the firm.

Be the Calm
One of the biggest challenges of running a firm like Lippincott is the broad range of personality types from extroverted to introverted. These fundamental differences in how people view the world and approach interactions can lead to frequent minor flare-ups and misunderstandings. I view one of my important roles as being the balance in the middle that helps interpret and translate across this divide and smooth out issues (it might help that I score right in the middle on introvert/extrovert tests).

Celebrate the Content
In a lot of business environments the applause is often saved only for tangible business success--big customer wins, a great financial quarter, etc. But in a design thinking culture, most people are motivated by whether they created something beautiful, stretched a boundary, broke a barrier, or learned something new. So we spend a lot of time celebrating the output of our collaboration as much or even more than the business success it ultimately drives.

That’s not to say that following these steps results in a sure thing--we’ve had 70 years to perfect our method, and even with this history we are always on the lookout for new and effective ways to create and conduct our business. Ultimately, this must continue to be an ongoing and collaborative quest.

(Photo at the Top of the Page: Lippincott Package Design Planning Board Meeting, 1949)

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17 Comments

  • Beverly Ingle

    A great overview article, although as other commenters have pointed out, it's missing a discussion on the need for understanding and empathizing with the customers for which you are designing. What's also missing is a realistic take on how entrepreneurs and small businesses (who cannot afford Lippincott) can apply it to their developing brands and businesses...on their own with a shoestring budget. @beverlyingle / ResilientByDesign.com

  • brandesignstrategy

    I think the next great leaps in business thinking and pedagogy, and other practice areas like engineering, will be transformed by this concept/approach based on design principles. Wether it ends up being called "design thinking" or something else every other year or so…lol…its about time!

  • Lisa Helminiak

    I see a critical aspect of design thinking missing from this article. One of the central tenants of design thinking is engaging and understanding the unmet needs of people you are designing for. I don't see this mentioned in Mr. Wise's article at all.

    Mr. Wise is correct that design thinking has become a popular focal point for companies, who want to improve products, services and communications for those they serve. The problem is that most don't know how to implement it or apply the process consistently. It is hard work to involve your end-users, customers, partners, etc. in your design process. More than just connecting right and left brain thinking, reaching out to the people we design for adds a layer of information and influence that many find challenging to integrate into current business structures and models.

    I'd like to hear how Lippincott gathers empathy for end users as part of their design process. If this is not part of how they do their work, I am not sure that they are using design thinking.

  • Kelly Mittelman Hager

    I loved this article. I received this through Emma...to her mom...to my mom...to me! My corporation is building a similar environment and I love your execution! Thanks so much for sharing and I would love to hear more! Kelly Mittelman-Hager 314-580-7000 kelly@kellyhager.com

  • Chris Gamble

    Take out the jargon and use plain English....the world of design has always been this way when done well. What's new?

  • brandesignstrategy

    I completely agree Chris. But I think articles like this are necessary to continually drive home the value of this approach. What is common to you may be a completely new concept to many. A very important one.

  • Alejandro Acevedo

    The world of design has... but not the corporate world. That's the whole point. To use "Design Thinking" (the way designers think) in aspects not necessarily associated with design, innovation or creativity. If CEO's and upper management use more this approach together with designers being less 'artsy' and a bit involved and knowledgeable about business, it can create a powerful combination to push forward innovation. And with innovation I don't mean only design studios and hi-tech companies, but to any company. Great article Rick.

  • Chris Gamble

    You kidding right? Go to a board room in UK with DT model they will want you out the door. Much more effective decision processes exist. The DT is already there embedded as tacit knowledge. Its the red rimmed spectacled black turtle necked designers who need to become marketers and business people. Notice how so many call themselves branding experts nowadays? Its a one way street. Designers need to become MBA orientated not MBA becoming designers. School kids do it anyway .... Most people do. Its just shallow fad creation. Think Conran doesn't know this?

  • Charles

    We have experts in stochastic modeling and strategic choice analysis sharing workspaces with graphic designers, linguists, and architects. Each of our disciplines has its own perplexing vernacular, industry associations, dress codes, and even workday start times. Yet, somehow this unique blend of skills has managed to sustain itself in this way for 70 years now.

  • Anthony Reardon

    Pretty good Rick, I've taken a close look at your companies and am impressed.

    I especially like how you said "Good designers are by nature rule breakers."

    On your website you've got a video that poses the question "What is a brand?" Possibilities, right. It can be and mean all those examples, followed you there. However it ends on the point of iconic and you paint a picture of what looks like a model of New York's iconic Time's Square plastered with all kinds of signature brands. You see, to me that represents the opposite of where I think successful design thinking is heading.

    By rule, that kind of thing probably does hit home with corporate brands as your target market. Yet, I think if you are telling brands what they want to hear on that level you are probably not doing them the service they really need.

    So, the common underlying assumption is you design a brand based on how a company wants to present itself to a market. Let me challenge that and say, for the most part, consumers don't really care about how a brand wants to present itself. They care more about how a brand presents them in their social identity.

    That's where I think it's going. Instead of designing a brand for a company, you kind of have to look at how to design a brand for an end-user. It's not about the corporation and what they want people to experience, but about the person that is going to do business with them and what they want to experience.

    The implications would be dramatic. For instance, in that scenario at the end of your video, instead of all those signs saying "me, me, me", they would more likely be saying "you, you, you". I know that's kind of breaking the rules, but it makes perfect sense if you look at what people actually want to experience and how they want to be experienced.

    Best, Anthony

  • Charles

    That’s not to say that following these steps results in a sure thing--we’ve had 70 years to perfect our method, and even with this history we are always on the lookout for new and effective ways to create and conduct our business. Ultimately, this must continue to be an ongoing and collaborative quest.

  • Charles

    Good designers are by nature rule breakers. They like to challenge conventional wisdom. To encourage this mindset and allow freedom of exploration, we try to manage in a way that sets goals and provides broad metrics but that leaves lots of day-to-day leeway to be creative and find new ways to help build the firm.

  • Mithin R Kumar

    I interned at Lippincott in the summer of 2012 and was one of the best time of my career and that is just because how Lippincott embraces design thinking and approach.

    Being a fresh intern from half way across the globe and a first timer in New York, I was well welcomed and made settle very easy. This place is very rich in culture, ideas, comforting work environment with a true sense of responsibility.

    I remember while, working on a client project a senior partner mentioned to me "Mithin, at Lippincott, we take our client's time and money seriously. Never play around with it."

    Those were the golden words which I still use to make every design decision.

    I cherish every moment begin there and learning different things on strategy, economics of design and possibilities of brands under the best collaborative work environment.

  • Charles

    In a lot of business environments the applause is often saved only for tangible business success--big customer wins, a great financial quarter, etc. But in a design thinking culture, most people are motivated by whether they created something beautiful, stretched a boundary, broke a barrier, or learned something new. So we spend a lot of time celebrating the output of our collaboration as much or even more than the business success it ultimately drives.