The impact and influence workshop helped us gain valuable insights as we move forward in defining our final major project. The disruptive approach to the workshop helped in defying pre conceived notions and alluded aspects of our project that we might have not given importance to before this workshop.
The ‘priority assessment chart’ helped in mapping my insight decisions in order to visually and cognitively register where I stand in terms of making these approaches/methodologies a reality. Two out of the three insights I gained were in the aspirational sector; this reiterated the face that I need to narrow down my topic which is primarily knowledge based to a more practice based outcome.
The exercise helped me question my assumptions and ensure that the terminologies and concepts that I might be using in my research question are not too subjective and biased. The particular exercise where we listed down all the things that go into making a single object that we need to complete our thesis project was eye opening as I realized the magnitude of the project I might be undertaking; and as a result occupying a certain stance as a designers and researcher. By the end of the day I had rephrased the word ‘technology’ in my research question to ‘digital applications.’ The step by step approach made the task of filtering easier as a constant external opinion allowed me to tackle bias in my approach to the project.
Initial project overview:
An empathy manual for technology driven products and applications dealing with human problems.
Overview after workshop:
An empathy manual for digital application companies that cater to social and psychological well being for millennials.
The practice of thinking, writing, exchanging and reviewing are all great exercises when done individually; and more so when done one after the other. The workshop fuelled my thought process by disrupting, dissecting and discarding broader themes around my final major project thesis.
This week we went on to examine in more detail about all the business models and tools we could use to initiate a new venture or keep up to date to make sure a company/business model does not become obsolete. In the last couple of years’ traditional design and advertising companies faced major competition from a flux of younger agencies and freelancers who produced work that corporations and organizations flocked to. The market was no longer restricted to a GREY, JWT or Pentagram; creative companies with less experience but a host of new ideas and cutting edge websites were suddenly making waves. In this kind of competitive atmosphere what strategies did the game players adopt to make sure they retained their places in the creative agencies landscape? Did they manage to do so or did they have to restrict themselves to a niche?
They possibly looked at change management i.e. the implementation of certain policies that would ensure a turn around in terms of company goals in terms of costs, work culture or even level of skill. The John Hayes book, ’The Theory and Practice of Change Management’ goes into great detail about this particular topic and gives examples in recent history that illustrates even something like the lack of foresight might result in market leaders losing their position as frontrunners. (Nokia failed to surpass Apple in the market because the latter went ahead and created their own smartphone ecosystem). Thus, as designers and designer managers in today’s day and age we can not stick to a single formula/plan. We must keep reinventing our own ideas in context to technology and trends in order to really be successful in attaining the vision that we set forth to achieve.
Change management could involve very simple methods ( source: google images, Street Credit Business Consultancy) _________________________________________________________
This week was also a starting point of sorts for our final thesis project- the mind mapping and six hats exercise gave us a possible direction for our research journey.
Mind map done in Louise’s class, around the possible research topic.
The Theory and Practice of Change Management by John Hayes