The document discusses moving from individual contributor roles like designer or information architect into management roles. It provides advice on acquiring business skills and people skills to gain influence within an organization. It also outlines different paths one can take, such as becoming a general manager, consultant, or starting one's own company.

1. Managing Up Business Strategy and Information Architecture

2. About our firm The Management Innovation Group (MIG) is a research group and strategic consultancy. We are dedicated to improving our clients’ ability to identify, plan for, and adapt to strategic change by enabling them to more effectively collaborate across functional units, understand and engage their customers, and envision the future. At the heart of our approach is a belief that design offers a rich set of tools useful not just for creating physical products, but as a means for clarifying intentions, understanding options, organizing processes, and motivating action.

3. Who do you want to be when you grow UP?

4. CEO?

5. “ We will never make progress as long we are resources and not leaders. Resources don't discuss the business plan, the marketing strategy. Resources don't help decide what the product or service will be in the first place. Resources are called in when the leaders think they are needed. They do their job and then get out of the way.” - Don Norman A quote

6. “ The core competencies of design facilitate specific and tangible ways of engaging with problems. These competencies bring new value to the way in which business teams work. To foster the broad application of design competence, designers will need to feel confident in leaving the designer label behind and accepting the label of business manager, strategist, or vice president. Of course, this is no big leap for the best in any discipline; one will find engineers, accountants, and human resources professionals at the helms of organizations around the world. However, at that point, they are simply called leaders . - Chris Conley, “Leveraging Design’s Core Competencies”

9. Speak the language Or quit saying “people would take me seriously if I could prove my ROI”

10. Everything You Need to Know About ROI

12. Everything You Need to Know About ROI (in one slide) ROI Return Investment This formula is NOT on the test: NPV =Σ((Cash flow in t)/(1+i)t )

16. About Business Things you should know to have a conversation

18. Profit and Loss

19. Investment vs. expense Location Location Location

20. The Market Stock Location Advertising Differentiation Diversifying Pricing

21. Got Metrics? Do you know what matters?

26. Karen Donoghue’s Framework from Built for Use 1. Convert browsers to customers and increase client base Prospective customer (i.e. Browser) 2. Increase retention rate 3. Deepen existing customer relationships 4. Increase productivity inside firm Existing Customer Existing Customer Employee inside of firm Relationship-establishing activity Relationship-retaining behavior Relationship-deepening activity Creation of usable data about profitable and cost-efficient transactions Researching firm, requesting information and follow-up Increasing frequency of engagement, level of membership Increase number of points of contact with customer Action based on understanding and analysis of transaction and data usage Business Goals User Online Experience Must Drive… Desired User Behaviors…

27. Parts of Design (arguably) Identity User research Interface design IA Interaction Design Graphic design design

28. Parts of Business (arguably) Innovation Management Strategy HR Finance Accounting Operations Marketing Business

29. Clement says… IP Artifacts Strategy Design ROI Products Managing Envisioning How What

30. Moving value

34. Porter's Generic Strategies Niche Positioning Product Differentiation Cost Leadership It is probably easier to establish a niche position when the market is growing = PRODUCT MANAGEMENT + DESIGN SKILLS When the pie is growing, no one is fighting too hard for market share, and hence differentiation is possible in the growth stages of the life cycle = MARKETING SKILLS + DESIGN SKILLS A mature market means a fight for market share via price competition, which in turns puts all the attention on product costs = MANUFACTURING SKILLS + DESIGN SKILLS

35. IA– hard to copy

38. Three Stories on IA Value

45. The Brand Argument

46. Branding in 10 seconds create fullfilled by Brian Collins’ Model of Brand brand promises brand experiences Brand managers

47. Brand and the User Experience Hugh Dubberly’s Model of Brand Creating a good customer experience is the essence of good branding

48. IA Realizes Brand

50. Argument three: IA and Trust

55. Business reframes

57. Okay, I’m sold Now what?

58. Paths for Designers & IA’s Designer decides they want to move up Choose business (PM, Strategist, Analyst Chooses design Chooses Individual contributor Becomes General manager Chooses management Chooses entrepreneurship Solo Work Builds company Becomes CD Leaves for company with growth Becomes VP Switches to general management Becomes VP of BU Becomes SVP of BU Becomes CPO, or equiv Becomes CEO Chooses growth Chooses entrepreneurship Consulting Builds Start-up Sells to Yahoo for 25 mil Deep specialization

60. Moving Up in Influence Manager New Employee Employee Director & Up Needs Help for everything Self-Sufficient, Contributes Individually Contributes via others Contributes via influencing organizations From “Novations” by Gene W. Dalton

61. “ Perhaps an MBA is not the best degree to lead a company to success afterall.” “ We need broad generalists to successfully run large, complex organizations.” - Richard Kovacevich, CEO Wells Fargo & Co.

62. Business Turns Its Eye Toward Design

63. Business Diagram from Design of Business by Roger Martin, U of Toronto

64. Trends: re-designing design We do not imagine the production of form to be the endpoint of design. We look for something more difficult and tenuous: to engage as directly as possible the environment within which design occurs . - Bruce Mau, Life Style

66. We get there.. Eventually.

68. The person who is in charge is me!

70. CEO or CXO? (or cmo, cio, cpo)