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Designers, what inspires you?

How much vision goes into a design project? Most of us would agree that you have to start with a good creative brief, with plenty of strategy, brand vision, and objectives to draw from. You have to consider your target audience, the personality and tone that you are trying to convey, and the primary message, at very least. Done. We’re past that. Once all the important strategy and branding objectives have been decided, there is still plenty of room for differing and unique executions. How do you start the process of building a layout? Flipping through reference books? Sketches? Start right in with a layout program? Where do new compositions come from? Is it a random process, an exercise in experimentation and discovery? When I see a completed layout I sometimes wonder: Did the designer know it was going to look like this when they started? I’d like to explore…
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The New/Different Rule

A simple rule for developing breakthrough ideas On May 14 I spoke at the University of Washington on the use of process within strategy and design projects. During this presentation, hosted by design faculty member Annabelle Gould, I articulated what I see as the major tension within process: repeatable versus unexpected. That is, a process should be the result of a proven methodology that can be applied over and over again—you don’t want to have to make it up as you go each time you start a new project. At the same time, you don’t want the same process to start churning out the same results. Generating the same results is great for homogenizing milk, but not in creative endeavors. For us, new ideas are entirely the point. So we want an expected approach to yield unexpected ideas. That’s the tension. For creative professionals, a great process is a repeatable…
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