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Design to Grow: How Coca-Cola Learned to Combine Scale and Agility (and How You Can Too), by David Butler, Linda Tischler
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Expert advice from Coca-Cola’s vice president of Innovation and Entrepreneurship: Learn how Coca-Cola uses design to grow its business by combining the advantages of scale with the agility to respond to fast-changing market conditions.
In today’s world, every company is at risk of having a “Kodak Moment”—watching its industry and the competitive advantages it has developed over years, even decades, vanish overnight. The reason? An inability to adapt quickly to new business realities. Established companies are at risk, but it’s no easier being an agile startup, because most of those fail due to their inability to scale. Tomorrow’s business winners—regardless of size or industry—will be the ones that know how to combine scale with agility.
In Design to Grow, a Coca-Cola senior executive shares both the successes and failures of one of the world’s largest companies as it learns to use design to be both agile and big. In this rare and unprecedented behind-the-scenes look, David Butler and senior Fast Company editor, Linda Tischler, use plain language and easy-to-understand case studies to show how this works at Coca-Cola—and how other companies can use the same approach to grow their business. This book is a must-read for managers inside large corporations as well as entrepreneurs just getting started.
- Sales Rank: #758216 in Books
- Published on: 2015-02-10
- Released on: 2015-02-10
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .90" w x 6.00" l, .60 pounds
- Binding: Hardcover
- 256 pages
Most helpful customer reviews
7 of 8 people found the following review helpful.
How the design by purpose process can create value while driving both scale and agility
By Robert Morris
What is "design on purpose"? According to David Butler and Linda Tischler in one of several summaries of key points (Pages 209-211), design on purpose involves five separate but interdependent initiatives:
1. Connect everything you design to your brands. Firms such as Apple ("think different"), Nike ("personal empowerment"J, and BMW ("the ultimate driving machine"), clarify the brand idea/proposition for each brand, in plain speak, and use it to drive their design process in their briefs, concepts, and executions. So must you, also.
2. Clearly define visual identity systems for your brands and use them to connect all of your communication tools. "To get the most impact and scale, we should clearly define the visual identity system (brand or promotion look and feel) at the strategy stage and then use it to connect all of our communication tools together to create a total brand experience."
3. Create design management tools and guiding principles to ensure a high level of quality across your system. "We need to create clarity for our brands by creating tools that make good decisions easy and bad decisions difficult."
4. Use design to build more consistency between activation programs, licensing, and promotions (both locally and globally). "We can get much more efficiency and create more impact by thinking more holistically about design. The good news is that sometimes we are very strategic with our design. The bad news is that often it is almost by chance and never connected to anything else."
5. Link your existing, regional design teams with corporate to achieve better follow-through. "If we linked our design teams together to create a design network, we could leverage our agencies, assets and knowledge much more efficiently and consistently....We could and should be [begin italics] the [end italics] company that other companies use as [begin italics] their [end italics] standard for great design. We need to design on purpose."
Many (most?) business leaders seldom think about linking purpose (the real meaning behind everything that an organization does) with design. Almost 20 years ago in The Fifth Discipline, Peter Senge observed, "Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static snapshots." Most organizations need to redesign how they are designed. Stated another way, their leaders must think differently about how they think.
The design with purpose process really can create substantial value when scale and agility are combined. This is precisely the "secret sauce" of almost any high-growth, high-profit organization. Consider these observations by Butler and Tischman:
"If you're a big, established company [such as Coca-Cola], you've got scale, which enables you to expand almost effortlessly from Boston to Bangalore. Over time, you've built up powerful assets -- expertise, brands, customers, distribution, channels, relationships -- that most startups could only dream about. Scale is not your problem. Your problem is agility -- you must be smarter, faster, leaner than the startup that's got your industry in its crosshairs -- targeted for disruption...If you're a startup, you've got a different problem. You've got agility, nothing but agility. Trying new business models, repositioning your company, developing new features, or even whole new products within days -- things big companies can only dream about -- are not your problem.
"For you, building the right team, deciding which metrics matter, acquiring customers, and securing funding are what keep you up at night. Scale is your problem -- doing what it takes to expand your startup into new geographies, including the land of profitability, is your challenge. That's why most startups fail -- only a dispiriting one out of ten succeeds."
These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Butler and Tischler's coverage:
o Scale and Agility, Coca Cola and Design, and The Invisible Drives the Visible (Pages 2-8)
o Redesigning Design (12-13)
o What Is Design? (16-24)
o Systems and Design (24-27)
o Simplify, Standardize, and Integrate (43-51)
o Context Is Everything (63-65)
o Sometimes, More Is More (67-72)
o Everyone Needs Agility (72-86)
o The Upstarts Called Startups (95-98)
o Fourth Era of Innovation (99-100)
o Disrupt or Be Disrupted (104-107)
o Shark-Bite Problems (124-125)
o Built for Speed (135-138)
o Learning by Doing (143-144)
o Leaner (159-164)
o Catching the Net Wave (188-194)
Whatever an organization's size and nature may be, its leaders need to use the principles, techniques, and resources of design thinking to combine both scale and agility, at all levels and in all areas, throughout the given enterprise. How? Just about everything they need to know is provided by David Butler and Linda Tischler in this book.
2 of 2 people found the following review helpful.
Essential Tool for In-house Design Leaders
By Adam B
As the leader of a design team in a CPG company, I found Design to Grow to be extremely inspiring. It has armed me with numerous examples from the experiences of one of the world’s most admired brands (Coca-Cola) on how they used design thinking to scale globally and yet remain agile. David brings to life many of the common challenges that designers face (especially in-house creative groups), but that we sometimes struggle to articulate. He outlines simple steps of Simplify, Standardize & Integrate and how these helped him achieve success over the last decade at Coca-Cola.
After reading Design to Grow, I gave copies to key Executives and other design leaders in the company. One Executive came to me later to discuss how fascinated they were with the concept that design thinking is not exclusive to a small group of “specialists”, but rather something that can be applied by anyone in an organization to solve almost any challenge. “Design is not just decoration, but a way of thinking that connects disparate elements to develop a solution.” For designers looking to champion design thinking within an organization, this book will be an essential tool in your cause.
1 of 1 people found the following review helpful.
Must read for every business leader!
By Ali akbar
Managers across the world spend their entire careers figuring out success formulae, wondering what strategy to apply where to achieve scale and then you come across David and Lindas simplified manual using Coca Cola as a shared example of virtue. “Design to Grow†is a refreshing take on the growth trajectory of Coca Cola; the authors made the strategy entice the premise of every example shared. ‘Simplify, Standardize and Integrate’ is such an introspective means to an end, ensuring that all complex business models are fragments of a labyrinth that translates into profit and eventually success.
David uses a very pragmatic approach to justify the strategic thought of agility, speed and scale throughout the references in his book. By constantly referring back to best practices and syndicate examples, the book is an applicable and most importantly encouraging toolkit for startups, middle managers and business leaders that need to strategize. Given Coca Cola’s global footprint of reaching over 200 countries, 500 different brands and over 1.9 Billion servings a day one can easily get deceived by a presumably grand design but the beauty of “Design to Grow†is the simplicity, the innate sense of a clear vision and a strategic approach to ascertain goals.
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