Catching up on the AP blog, I saw Kate Rutter’s excellent post: Build your very own seat at the strategy table, complete with a papercraft “table” with helpful reminders! It’s about designers gaining a place at the “strategy table” — where the people who run things tend to dwell.
I had written something about this a while back, about Strategy & Innovation being “Strange Bedfellows.” But Kate’s post brought up something I hadn’t really focused on yet.
So I commented there, and now I’m repeating here: practitioners’ best work is at the level of practice.
They make things, and they make things better, based on the concrete experience of the things themselves. The strategy table, however, has traditionally been populated by those who are pretty far removed from the street-level effects of their decisions, working from the level of ideology. (Not that it’s a bad thing — most ideology is the result of learned wisdom over time, it just gets too calcified and/or used in the wrong context at times.) This is one reason why so many strategists love data rather than first-hand experience: they can (too often) see the data however they need to, based on whatever ideological glasses they’re wearing.
When designers leave the context of hands-on, concrete problem solving and try to mix it up with the abstraction/ideology crowd, they’re no longer in their element. So they have to *bring* their element along with them.
Take that concrete, messy, human design problem, and drop it on the table with a *thud* — just be ready to have some “data” and business speak ready to translate for the audience. And then dive in and get to work on the thing itself, right in front of them. That’s bringing “design thinking” into the strategy room — because “design thinking” is “design doing.”
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