We’re back from Phoenix and infused with inspiration from this year’s AIGA: Pivot conference. There were some great speakers provoking thought and discussion about the opportunity for design during this time of extraordinary change in the world. Our AIGA + Wolff Olins workshop was no exception - the discussions were lively, spirited and even heated at times. From AIGA board members to students, members to non-members, there were a lot of strong opinions in the room ready to lead the future of AIGA and design.
We kicked off by explaining the brief and asked 2 big questions from our assembly –
1. What specific initiatives/actions could AIGA undertake to “make design more valued and valuable – to improve the human experience?”
2. How could AIGA increase membership (and other revenue sources) to pay for these initiatives?
We’ve synthesized the ideas here to capture the best of the best from a lot of insightful, but sometimes overlapping material. Please comment with your thoughts on ways to evolve these ideas - let’s keep the dialogue going.
The big ideas here:
REINVENT MEMBERSHIP MODEL TO EXPAND BASE
We all agreed – in order to increase impact and make the shifts that need to be made, AIGA needs to increase its membership and diversify the base to include other disciplines of design and the business community. We considered a number of ways to do this, but the most concrete idea from the day was to reinvent the membership structure as a tiered system – one that offers different packages and pricing for select member groups, such as:
Business membership – For business people who want to gain exposure to design thinking and learn more about it. Full access membership offering the collective thinking of AIGA to solve business problems, the AIGA board for thought leadership, and increased prominence at AIGA events. It would be expensive.
Group membership – Corporate packages and group discounts for design and creative firms, agencies, etc. Full access membership granted at a discounted rate.
Design leaders – Open to CEOs, CDs, etc. from all types of creative agencies, this level is highly exclusive and invitation only. Full access membership with support and networking opportunities such as round-table discussions, events and dinners. It would be expensive, and an honor to be a member at this level.
Freelancers – A la carte membership offering access to insurance, accreditation and a platform for portfolios, as well as the rest of the membership, in bite-sized pieces.
Basic membership – Limited access, “light” membership for those who have any interest in learning more about AIGA. Either free or heavily discounted, this tier allows basic web-pass access with the opportunity to buy content and attend events a la carte at a slightly reduced fare.
Students – Free, earned membership. Students become basic members free-of-charge, with greater access earned in exchange for volunteer hours at events and for social initiatives such as Design for Good.
Impact: expand and diversify dramatically for a sustainable future
REBRAND
AIGA is doing a lot of things that they aren’t currently getting credit for. There’s a skewed perception and lack of understanding among the design community as to what the organization is about, other than graphic design. The Pivot: AIGA conference was a great example of their vision and reach beyond their base. Now it’s time to tell the world and step out in front, leading the way for the future of design.
AIGA is already working to define their pitch and proposition to their various stakeholders, but there’s still room to build from where they are. Once that’s clear, then it’s time to signal that change to the world. An effective way to do that would be to change their name and expression. Think about it -“American Institute of Graphic Arts” – nearly every word in the current name limits their ability to broaden their base membership and grow outside of themselves. A new name is vital to their transformation, plus the very fact of making that change would immediately help to get the new AIGA story out there to current non-members. It gives them the chance to explain to the world WHY they rebranded, thereby communicating their new vision and story beyond the base.
Impact: Signal new era, increase awareness, change attitudes and perceptions, lead with a strong voice of change in the design community and beyond
OWN A DESIGN IMPACT WEEK
One idea that came out of our session was to evolve conferences from weekend-long talking events to week-long doing events designed to address a central problem or opportunity like creativity in education, alternative energy or healthcare.
“AIGA Design Week sponsored by Humana,” for example could be designed to address the future of healthcare in the US. Morning sessions would be dedicated to discussion and thought-leadership, and afternoon sessions would aim the collective brainpower of attendees at very specific problems in workshops on how to reinvent the hospital experience to help people get better faster, or how to simplify and innovate medical devices. People would learn by doing rather than being lectured, while evidencing the value of design to solve real problems. At the end of the week, AIGA could assign an editorial team to distil the information and make it accessible for people to access the infusion of right brain thinking into healthcare.
Impact: Diversify audience and thinking by bringing together design, business, and social impact. Creates positive impact and lasting solutions to problems while building evidence for the value of design. Creates outward-facing media opportunities to expand reach to a wider audience.
REINVENT AWARD COMPETITIONS TO BECOME USEFUL DESIGN COMPETITIONS
Instead of award competitions, AIGA could raise visibility in a more meaningful and far-reaching manner by hosting design competitions to solve business challenges.
To use Ford Motors as an example, the auto manufacturer might come to AIGA with a specific challenge: how to get ahead in the electric car market. AIGA would host a competition for designers to submit entries to help Ford design a solution to the challenge. Similar to architecture competitions, the winning design concept would be commissioned, and the designer would win opportunity to work with Ford to implement the job, gaining both visibility and credibility. Ford would gain a solution to their challenge solved through design and a talent resource to bring the idea to life.
Impact: Evidence problem-solving through design, connects opportunity with designers, demonstrates the value of design to business and raise visibility for designers/portfolios.
HUB
AIGA has great potential within their existing resources to leverage itself a hub, connecting students, designers, business people and social innovators. A few ways this could work:
AIGA as curators of community in the new conversation of design, bringing together the right designers, business people and social innovators as advocates for the value of design. AIGA could accomplish this through events and speaking opportunities, like Creative Mornings (www.creativemornings.com).
Matchmaker between CSR initiatives/non-profits and design resources – such as a program to match designers on sabbatical with social impact opportunities.
Placement program for designers – facilitate residency programs for designers in organizations such as Omnicom to create career opportunity and expose corporations to top-tier, younger or more under-the-radar talent.
Impact: Increase value of AIGA to designers and business community, showcase designer’s ideas and skills, generate revenue. Position AIGA as the curator of community in the new conversation of design.
EDUCATION
Work with educators and local government to infuse design thinking into k-12 curriculums. Work with universities at the undergrad and post-grad levels to create design program modules within B school programs.
AIGA could also pilot a school in New York for elementary school students to teach the cross-disciplinary, collaborative learning skills that children need to compete and be valuable in the world today. Using video game-like, or gaming thinking for younger students, schools could teach design vs. art, and the skills students need to get a job.
Impact: Foster young talent to ensure the sustainability of the design community.
What would you recommend to AIGA undertake to make design more valuable and valued, to improve the human experience? Let us know!
