DESIGN THAT UNLOCKS BUSINESS VALUE Archives | Page 2 of 10

TRUE VALUE OF COLLABORATION

Collaboration, feedback culture and innovation have become buzzwords many companies proudly advocate. It is fascinating to see how companies, especially incumbents, include these values in their journey to unlock business value.

THE MOONSHOT FACTOR

Innovation, collaboration and feedback culture have become buzzwords many companies proudly advocate. In the next few paragraphs, I’ll share my perspective on the value of fostering an innovation-based culture. I will pinpoint the potential pitfalls of misunderstanding this concept and highlight how the feedback culture can unlock business value.

FIGMACONFIG2024

The FigmaConfig2024 was filled with numerous interactions, learnings, and reflections on the evolving design practice. A lot of discussions particularly in light of AI taking more maturity in the digital industry. Indeed, the whole AI thing was a big deal at the event. Some panels focused on how generative AI will help designers make digital products and manage design systems. My key takeaway was that “prompt engineering is the art of getting the right answers by knowing how to ask the right questions“.

ONE DESIGN SYSTEM FOR DIVERSE CORPORATE THEMES

TLDR – One Design System for Diverse Corporate Themes

Delivering a design system is one of the most formidable challenges for any design team committed to delivering digital experiences that unlock business value. This project is even more arduous when the team must adapt the components to multiple and diverse Corporate Identity design languages.

REBRANDING PROJECTS TO UNLOCK BUSINESS VALUE

Rebranding projects are much more than facelift exercises. As with any design project, they can significantly benefit the business strategy.

Executing a rebranding initiative demands meticulous preparation, a substantial investment, and accurate comprehension of the potential ROI. The risks and benefits of a rebranding project must be carefully evaluated. Organisations can easily stumble into unexpected complexity when facing these projects. The delta between PROs and CONs can create critical friction between business departments and overcast the expected return on investment (ROI).

According to my experience, when a rebranding project starts, the collaboration between departments is crucial to list all the problems and focus on what will unleash more business potential. Afterwards, the coordination among departments concerning its implementation can make a difference in determining its success.

I’ve listed the topics that can help evaluate the risk of embarking on a rebranding project and better foresee the business value it could unlock for the organisation.