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The Business of Design Balancing Creativity and Profitability

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No notes for slide. Format Hardcover. Condition Brand New. Description For thirty years, consultant Keith Granet has enjoyed helping design professionals turn their passion into profit. In his new book, The Business of Design: Balancing Creativity and Profitability, Granet debunks the myth that business sense and creative talent are mutually exclusive.

The Business of Design: Balancing Creativity and Profitability provides all of the necessary tools to create and run a thriving design business - from billing and human resources to branding and project management to marketing and licensing- in one easy-to-use guide.

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Inspired by Granet's own course on running a successful design practice as well as his experience guiding over four hundred design firms, The Business of Design is organized into six clear chapters interwoven with stories, the author's own experiences and life lessons. The Business of Design guides the reader through the steps of creating a successful firm, from the initial foundation of a design practice, to financial management, marketing and public relations, human resources, and project management.

The last chapter, on product development, explores the growing trend in the design profession to develop products and bring them to the marketplace, allowing designers to share their voice with a larger audience. The Business of Design includes a foreword by M. Arthur Gensler and interviews with individual architects and designers who have made their mark on the profession, including Michael Graves, John Merrill, A.

These esteemed architects and designers share the benefits of their experience as well as their own take on the business of design. A vibrant and enticing look at the business side of design practice, this graphically beautiful book is neither dry nor intimidating. So why does such valuable work appear to be so insignificant when the business talk starts?


This is a hierarchical diagram of a design department in a digital agency. As designers move up the career ladder, they take on more business tasks than the actual design tasks. This leads to a situation where the business-savvy designers are detached from real projects and only participate in terms of art direction, while the ones making the UX prototypes and interfaces are the least concerned with business.

Sometimes the PMs can save the game but this is not a reliable solution. The only way to fix this is by having a healthy environment where people on the team will get inspired and learn from each other. This environment starts with a mission statement and follows through to the standards, workflows, and practices of a company.

Being on the market is not enough. With the world economy being as unpredictable as it is, companies have to switch between the survival and growth modes sometimes within one year. To break the vicious cycle, design has to become a business practice, not just an art. Business is prepared for whatever comes.

It is shock resistant and agile when needed. To formulate the business value, we have to have a clear understanding of what success looks like for everybody involved. If we focus on design for business , does this mean we give up on the design-dictated decisions? Or do we push through and convince the client to trust the design and give it time to convert?

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However, if you look closer, the division becomes not so clear. To start designing, we need to get ourselves familiar with the business. We do the Research to learn how the feature or the product, or the industry works. So before, design even starts, business goals dictate the pace. This is how the Concept is born. But the concept itself is not viable. It has to become sexy for people to start caring and usable for them to know what they are doing. We then convert the concept into the Design which did not come out of nowhere. So when did the business end and the art began?

This is not only about physical and digital products. Once designers create better interfaces, they can take it to better user experience. And once they perfect the UX of a single organization, they can contribute to the holistic experience of the entire industry, economy sector or even country. Traditionally, design is considered to be a huge part of the design-driven industries only. Like, cool website designs are only for web designers. This is an old misconception that does not withstand the current data argument.