Think + Do » an exploration of nonprofit marketing and design
I coach my son’s sixth grade basketball team. If there’s one thing I know from watching youth basketball, it’s that there is a very slim chance that five players will do exactly what they’re supposed to do at any one time. It’s a fluid game.
Despite that, my boys want to learn “plays” – a set of instructions that determines who does what in hopes of putting the ball in the basket. They want certainty. My most difficult task as a coach is to provide structure while teaching them to read and react to dynamic conditions on the floor.
Middle schoolers are similar to CEOs in one way – they are accustomed to working in a linear fashion. Projects have a beginning, middle, and end. It’s more important that work is handed in on time than done well. And recess is always right after lunch.
More organizations are starting to see the folly in adhering to a rigid system of working. In its place we are finding a more adaptive approach, one where continuous learning moves the organization closer to its goals.
Perfection is overrated
Nobody wants to be the “logo cop.” When I am asked to help with a new identity or brand refresh, clients will often regale me with stories of crimes committed against their logo. “How can we stop it?” they plead.
Seeking brand consistency is a worthy undertaking. And while consistency has value, it should really be considered the floor – not the ceiling – of achievement.
Do your logo guidelines document all the things “thou shall not do” to the logo? Time spent getting every last detail right remains an often fruitless effort to exert control over people. Instead, invest in setting a clear and compelling brand strategy – a foundation from which people can identify relevant stories for your audience.
A brand and messaging guide should serve as a launching pad, not a stop sign. Establish recognizable patterns – absolutely – but accept and encourage variation and evolution as the natural state of your brand.
Solving problems is easy if you have a formula, but it only works when all the variables are known. In rapidly changing times that’s rarely possible. Key information is missing. Opportunities are fleeting. Solutions fail.
We cannot solve today’s problems using the same kind of thinking we used when we created them. – Albert Einstein
Agile project management is rooted in software development, but its methods are now being used broadly. Why? It promotes adaptive planning, ongoing improvement, and a rapid and flexible response to change. Done well, it accelerates execution.
Similarly, designers are taught to solve problems through observation, idea generation, and rapid prototyping that responds to user needs. It is an iterative approach that produces solutions that traditional methods cannot. Done well, it accelerates ingenuity.
Both methods address uncertainty by placing many “small bets” – ideas that can be tried quickly and cheaply. This practice reduces the risk of missing the mark and increases the chance for true innovation. Small bets reveal what works, what doesn’t, and how to improve your ideas.
Minimum viable brand
The Industrial Revolution may be a distant memory, but the transformation of production methods and processes continues unabated. And today, it’s not just about manufacturing. Any service that can be turned into a cheap commodity will be. Want a logo for $99? Done. Want a website that designs itself? Sign up here.
The speed and agility of the marketplace almost guarantees that whatever big idea you’re working on has probably already launched. “Wait and see” turns into “missed the boat” in the blink of an eye. But just because it’s available doesn’t mean people will want it.
Frankly, it doesn’t really matter if your letterhead is the perfect shade of white, or if people like your Facebook page. It is necessary, however, to rally colleagues around your brand’s strategy.
At a minimum, this would articulate your brand promise (what you stand for), what separates you from competitors, who you seek to engage (your audience), and what you want to say (key messages) and show.
If these basic brand elements are clearly understood and communicated within an organization, you can launch ideas quickly, on demand, with fewer resources.
Beta is better
Perpetual beta testing is useful for measuring performance, understanding user preferences, and previewing new ideas. It embraces change as necessary to ensure customer satisfaction. It also guarantees that the most time and money will be spent on the most effective ideas and projects.
Traditional organizations move slowly, learning little, as they seek certainty in an uncertain world. Modern organizations create, listen to feedback, and continue to improve.