// BarryBlog //

A creative dumping ground for issues that interest me personally and professionally, with the thought they may interest you too. Issues such as the business of design, the design of business, the design of objects, design strategy, creative direction, innovation, creativity, thought leadership, observations, as well as recommendations, mid-century modern decorative arts and architecture, and the state of my thinking (and currently the state of my heart).

Wednesday, December 06, 2006

Thoughts on Design

“Tell me what and I'll show you how." —Barry A. Smith, Recently

“Design is so critical it should be on the agenda of every meeting in every single department.” —Tom Peters, 2003

“I simply believe that design, per se, is the principal reason for emotional attachment (or detachment!) relative to a product or service or experience or brand proposition. Design, as I see it, is arguably the number one determinant of whether a product-service-experience brand proposition stands out ... or doesn’t; has integrity... or doesn’t; connects ... or doesn’t. Furthermore, it’s ‘one of those things’ that few companies put – consistently – on the front burner.”
—Tom Peters, 2004

“Design is not just what it looks like and feels like. Design is how it works.” —Steve Jobs, 2003

“Design is hugely underrated as a strategic tool. Design is the essence of emotional attachment to a product or service or experience... and therefore the wellspring of the corporate culture (or ‘soul’) and of the brand proposition itself.”
—Tom Peters, 2004

“Beauty and brains, pleasure and usability — they should go hand in hand.” —Donald Norman, 2003

“The perfection of art is to conceal art.” —Quintilian, 95

“We require from buildings two kinds of goodness: first, the doing their practical duty well: then that they be graceful and pleasing in doing it.” —John Ruskin, 1880

“Design is a plan for arranging elements in such a way as best to accomplish a particular purpose” —Charles Eames

“To design is to communicate clearly by whatever means you can control or master” —Milton Glaser

“Design is directed toward human beings. To design is to solve human problems by identifying them and executing the best solution.” —Ivan Chermayeff

“Design is the art of gradually applying constraints until only one solution remains.” —Unknown

“The greatest challenge to any thinker is stating the problem in a way that will allow a solution.”
—Bertrand Russell

“Interactive design [is] a seamless blend of graphic arts, technology, and psychology.” —Brad Wieners, 2002

“[Leonardo Da Vinci] combined art and science and aesthetics and engineering, that kind of unity is needed once again.” —Ben Shneiderman, 2002

“True interactivity is not about clicking on icons or downloading files, it’s about encouraging communication.” —Ed Scholssberg, 2002

“To dismiss front-end design as mere ‘icing’ is to jeopardize the success of any site.” —Curt Cloninger, 2001

“Good designers can create normalcy out of chaos; they can clearly communicate ideas through the organizing and manipulating of words and pictures.” —Jeffery Veen, 2000

“The ability to simplify means to eliminate the unnecessary so that the necessary may speak.” —Hans Hofmann

“Visual appearance is one of the most effective variables for quickly differentiating one application from another.” —Bob Baxley, 2003

“I’ve been amazed at how often those outside the discipline of design assume that what designers do is decoration. Good design is problem solving.” —Jeffery Veen, 2000

“Like all forms of design, visual design is about problem solving, not about personal preference or unsupported opinion.” —Bob Baxley, 2003

“Making the simple complicated is commonplace; making the complicated simple, awesomely simple, that's creativity.” —Charles Mingus

“The architect should strive continually to simplify; the ensemble of the rooms should then be carefully considered that comfort and utility may go hand in hand with beauty.” —Frank Lloyd Wright, 1908

“The design of good houses requires an understanding of both the construction materials and the behavior of real humans.” —Peter Morville, 2002

“Form follows function-that has been misunderstood. Form and function should be one, joined in a spiritual union.” —Frank Lloyd Wright

“The details are not the details. They make the design.” —Charles Eames

“Questions about whether design is necessary or affordable are quite beside the point: design is inevitable. The alternative to good design is bad design, not no design at all.” —Douglas Martin, 1989

“Science arose from poetry… when times change the two can meet again on a higher level as friends.” —Johann Goethe

“…effective communication is a key factor in the success of your product.” —Jesse James Garrett, 2002

“Problems with visual design can turn users off so quickly that they never discover all the smart choices you made with navigation or interaction design.” —Jesse James Garrett, 2002

“Good design is the most important way to differentiate ourselves from our competitors.” —Samsung CEO Yun Jong Yong, 2004

“Design is the easiest way to reenergize a product.” —Fast Company, 2005

“Where you innovate, how you innovate, and what you innovate are design problems.” —Tim Brown, 2005

“Your products run for election every day and good design is critical to winning the campaign.” —Procter & Gamble CEO A.G. Lafley, 2005

“Design's fundamental role is problem solver” —Fast Company, 2005

“When people talk about innovation in this decade, they really mean design” —Bruce Nussbaum, 2005

“Design is the fundamental soul of a human-made creation that ends up expressing itself in successive outer layers of the product or service.” —Steve Jobs, 2005

“Innovation distinguishes between a leader and a follower.” —Steve Jobs, 2005

“You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.” —Steve Jobs, 2005

“I prefer design by experts - by people who know what they are doing” —Don Norman, 2005

“The commonality between science and art is in trying to see profoundly - to develop strategies of seeing and showing.” —Edward Tufte, 2005

“Design can be art. Design can be aesthetics. Design is so simple, that's why it is so complicated.” —Paul Rand, 1997

“Simplicity is not the goal. It is the by-product of a good idea and modest expectations.” —Paul Rand, 1997

“Simple design, intense content.” —Edward Tufte, 2004

“A designer knows he has achieved perfection not when there is nothing left to add, but when there is nothing left to take away.” —Antoine De Saint-Exupery

“Truly elegant design incorporates top-notch functionality into a simple, uncluttered form.” —David Lewis, 2006

“When you take technology and mix it with art, you always come up with something innovative.” —Robert Rodriguez, 2006

“An enterprise's most vital assets lie in its design and other creative capabilities.” —Samsung chairman Kun-Hee Lee, 2006

“Business success is always defined by the quality of the overall customer experience.” —Forrester Research, 2001

“Websites that are hard to use frustrate customers, forfeit revenue and erode brands.” —Forrester Research, 1998

“It's all about one thing: creative problem-solving to get the story out.” —Robert Greenberg, R/GA, 2006

“The challenge is about taking things that are infinitely complex and making them simpler and more understandable.” —Robert Greenberg, R/GA, 2006

“The product is the brand. You build brand in our industry through the product and the experience.” —Jim Wicks, Motorola, 2006

“Design is always about synthesis -synthesis of market needs, technology trends, and business needs.” —Jim Wicks, Motorola, 2006

“It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them.” —Steve Jobs, 1998

( via lukew )

Saturday, March 31, 2007

Taxi Interviews: Heller, Sagmeister, Kidd

Another great Design Leader interview from Taxi, a design portal I've brought to your attention before, only under the name DesignTaxi. I can't tell if my former name for the site was in error, or whether they changed their name. Either way, this new interview features three heavyweights (skill not waist size) in the design profession: Steven Heller, Stefan Sagmeister and Chip Kidd. All in all a good three part interview. There are many other great interviews on the taxi Design Leader site, but I can't figure out how to make a link to them individually. Consequently if you are interested in any of those listed below, just go to the main site, and look at the bottom right under the category "EXCLUSIVE: Design Leaders" and click on the individual names there.

  • Neil French
  • Joanne Ooi
  • Duangrit Bunnag
  • Eikoh Hosoe (Japan)
  • Neil Leifer (USA)
  • Duane Michals (USA)
  • Michael Hockney, D&AD (Chief Executive)
  • Garry Blackburn & Simon Elliott, Rose (UK)
  • Christopher Liechty, AIGA Center for Cross-Cultural Design (President)
  • Jacques Lange, ICOGRADA (President)
  • Christopher Liechty, AIGA Center for Cross-Cultural Design (President)
  • Darrel Rhea, Cheskin (USA)
  • Sara Little Turnbull, Stanford Graduate School of Business (USA)
  • Adelia Borges, Museu da Casa Brasileira (Brasil)
  • Linda Fu, Linda Fu Design + Global iCome Consulting (Australia)
  • Esen Karol, Esen Karol Design Ltd (Turkey)
  • Mervyn Kurlansky, Mervyn Kurlansky Design (Denmark)
  • Saki Mafundikwa, Zimbabwe Institute of Vigital Arts (Zimbabwe)
  • Ravi Naidoo, Design Indaba + Interactive Africa (South Africa)
  • Sanja Rocco, ROCCO&PARTNER (Croatia)
  • Henry Steiner, Steiner&Co (Hong Kong)
  • Omar Vulpinari, Fabrica (Italy)
  • Tarek Atrissi, Tarek Atrissi Design (Netherlands)
  • Sean Bolan, University of Washington (USA)
  • Cristina Chiappini, Graphic and Interactive Design (Italy)
  • Halim Choueiry, Virginia Commonwealth University (Qatar)
  • Lorraine Gauthier, Work Worth Doing (Canada)
  • Andrea Marks, Oregon State University (USA)
  • Alejandro Quinto, Work Worth Doing (Canada)
  • Chang Sik Kim, San Jose State University (South Korea)
  • Maurice Woods , Achana (USA)
  • Henk van Assen, Yale University School of Art (USA)
( via Quipsologies )

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Monday, December 15, 2008

Neocon and The Big Three

: : : : : : : : : : : : R_E_P_O_S_T : : : : : :: : : : : :

Ugh...Ford, General Motors and Chrysler are kinda IN THE NEWS lately, so for those who never heard my perspective on this, here it is (again).


( Begin original post from June 11, 2008 )

So I'm in Chicago at NEOCON 2008. Everywhere I look, I'm amazed. And it made me think. People are genuinely friendly, knowledgeable, and seemingly happy to see me as I walk into their space. I'm not asked if I'm "looking for something special." I'm not immediately apprised of sale items. I am not even asked for my email. Well in a couple I am.

All that said, "The Big Three" come to mind. Ford, General Motors and Chrysler. But also the Furniture Big Three– Herman Miller, Steelcase and Haworth.

These Big Three couldn't be more different.

I'm reminded of how amazing the contract furniture market is. It is so obvious that the Furniture Three see design as THE product they sell. They are selling experience and story. Unlike Pontiac's Driving Excitement®– the Furniture Three are genuinely excited and passionate about furniture. So much so that talking to them about it is more like going to lunch with a friend than arm wrestling a car salesman would be.


The thought that keeps coming to mind is how amazing it might be if the Auto Big Three would begin to be more like the Furniture Three. As I shared before here. Even though we find ourselves in tough economic times, it is apparent the Furniture Three have not cut back. Yes, there was noticably way less printed brochures and flashy food, but the commitment to design quality seemed to have been taken up a notch. Everywhere I looked, I was blown away by the thinking, the execution, and the delivery of the products they were just then bringing to market. It was an amazing showcase of design ingenuity and commitment to high design.


I realize I have been picking on The Auto Big Three unmercifully here, some of which is unfair generalization, but the point of all this jabber is to point out one thing.


Those who see design as a function and process will lose. Those who see design as core to what they do, how they do it, what they sell, and who they are, will win.


If the automakers saw the world through the lens of design, and by design I don't mean this year's body-style, then I would likely be driving one of their products. Instead, I buy the product that promises me an experience, that I see as relevant, and that I want to see succeed.


NEOCON is amazing. It is a tangible example of why the furniture industry is a leader in so many ways. Design thinking, business strategy and marketing communication, product innovation, environmental impact, sustainability, and so much more. I maintain that the best marketing is simply doing business well, consistently and with integrity, and with the understanding that nobody cares about your marketing as much as you. Herman Miller gets this. As does Steelcase and Haworth. And each of these three companies, although they are part of a struggling economy like everyone else, rise above the rest and are able to ask a premium for their products. A fact that when you attend NEOCON you will begin to understand why this is no big mystery. It's truly a cradle to cradle way of thinking. A renewable enterprise.

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Monday, November 15, 2010

Looking for a Senior Level Graphic Designer

UPDATE: No longer looking, and grateful to God for His timing.

Looking for a Needle in a Haystack was a post I wrote in 2008 as the company I work for was looking to bring on a new staffer. I post this today because we're once more looking to add a position. If you know someone who might be a solid candidate, send them here to read what I said then.

The teammate we're looking to add is a communication design thinker, who adds at a senior level. In the world of design, a title can mean different things depending on where you work. This position is called Senior Designer, but as I just suggested, in many independent agencies, this might also be called Art Director, or something else. Regardless of title, this candidate would possess strategic planning and execution skills and would be passionate about both the creative and business side of design. More specifically, the position requires swift and thoughtful design solutions for internal clients
(mostly), under the leadership of a senior art director (that would be me). The position and the opportunity is broad—and includes brainstorming projects with an impressive pool of fellow creatives, and at times clients; strategic and creative development; design execution of all your projects; and design presentations. In other words, this position has a ton of autonomy for the person with the right mix of thinking, communication ability and tact.

A couple other important things I like to point out is that we're looking for someone with what I call a "voice"—that is, someone who has an interesting perspective on how best to develop work that gets results. Someone who adds uniquely to a discussion. Also, someone who understands what it means to be a servant leader. That is, someone who cares about growing everyone around them. A servant leader grows trust and value within our company.

We work on Macs, and are getting all new ones this Friday (can you tell I'm excited).


All that to say, filling a position at Tyndale has always been challenging, so if you would pass this on to people you know who are truly at a senior level (not just people you like a whole lot, and would love to see get a job), I would very much appreciate it.

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Wednesday, September 20, 2006

Innovation isn't business as usual


Companies who’s boardroom understands the tangible value of design and brand also understand creativity and innovation requires a unique blend of work and play. And only a few companies in the world are as successful in these regards as Apple. Jonathan Ive, Apple’s creative thought leader and senior vice president of product design, leads a team with the utmost respect and concern for the design process. Here’s a rare glimpse into Apple’s design and innovation process under Ive’s stellar leadership.

Still Interested? Then check out...

More lessons on Design Innovation

BusinessWeek Innovation




( thanks Chris A )

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Tuesday, December 16, 2008

George Nelson Exhibition at Vitra Design Museum

Anyone who reads my blog with any frequency knows I am a Herman Miller and specifically George Nelson admirer. In fact as I watched this video, I felt a real connection with him for the way he thinks, and his passion for the integration of design into all areas of business. He was a lifetime educator in and out of the classroom. He was a leading writer on design. He was also a designer. And an architect. And to me the most value he added to the world at large was his abilities as a thought leader. He was so ahead of his time. I suspect part of what made him successful was Herman Miller's leadership and their desire to have someone of his caliper involved in the decisions of the company. The rest of his success I'm sure can be chalked up to vision, passion, intensity, and a spirit to innovate that I bet was really contagious. Hope you enjoy this video as much as I have.



( via whatwedoissecret )

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Monday, October 06, 2008

Slim Pick'ins: Anyone Got A Plan?

BarryBlog is intentionally not a political blog. But like everyone else, I cannot deny the ailing economy has somewhat stolen the show.

Though I'm no expert on the political/economical system, it appears it doesn't take an MBA from Harvard (I know this because they seem as blindsided by our recent economic knockout as everyone else) to question the effectiveness and fitness of our political/economic system, as we all feel the collective tingle of our black eye continuing to swell.


I say "political/economical" with intention. I cannot see a separation. Every talking head speaks to PACs and money and greed as root to many of our problems. Every day a new leader in business and government is taken down by greed, which makes it hard for me to trust any lawmaker or politician. It's frustrating to see government under performing while lawmakers get very little accomplished towards the good of the republic without assuming bribery, payoffs and greed is running the show.
Or perhaps something more old fashioned like incompetence.

So this mega billionaire OIL guy named T. Boone Pickens buys up a bunch of air time. It's been done before, Ross Perot ran his entire campaign out of his wallet, so precedence for self funding is not a gigantic surprise or distraction, or smokescreen for character. But I ask, is the Picken's Plan hogwash? Is it another behind the scene scheme to make a few people rich(er)?


See for yourself. Watch the video. I would be interested in your comments if you have anything to add because I'm skeptical.

Okay, back to graphic design, mid-century modern thrift store finds, and what not.


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Tuesday, September 26, 2006

Passion and High Performers

Ten Ways to Build Passion
10. See greatness in those around you and share your vision
9. Express constructive feedback in terms of "the vision"
8. Believe that things can be different and approach the improbable with optimism
7. Set high standards for performance and hold EVERYONE accountable
6. Demonstrate courage, judgement, risk-taking and continuous improvement in your own performance
5. Recognize and celebrate success
4. Design growth experiences that stretch but don't break people
3. Invest in trust and even love
2. Respond maturely to failures and setbacks
1. Push power and decision making down

“High performers drive you nuts sometimes. You need to enjoy that. Steer them, frame their objectives, but don’t repress them.”
--Terry Leclair, Senior PD Director at Intuit

“High performers are like ‘thoroughbreds’. They require lots of care and feeding - but boy can they run.”
-- Tobey Corey, Founder US Web

“As a leader you have the obligation to define the ‘what’ to the Nth level - to get to goals for the right level - to make sure the ‘what’ is right. But you don't want to dictate the ‘how’. You want to give the team and the individual the determination of ‘how’.”
-- Pankaj Shukla, VP, Quickbooks PD at Intuit

Eight Ways to Wipe Out High Performers
1. Work overload
2. Lack autonomy (micromanagement)
3. Skimpy rewards
4. Loss of connection
5. Unfairness
6. Value conflicts
7. Let low-performers ride
8. Create an environment of fear, uncertainty and doubt
- -
A video on the subject of top performers and leadership
If you’re one of my immediate colleagues, this may not play nice with our proxy.

( via creativegeneralist )

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