Contemporary designers are no longer responsible for the creation of form. Well, at least, not form alone. The modern design professional, must also define methods, build systems, and execute strategies.

These are the skills that make (graphic) designers valuable to communities, organizations, schools, and more. The point is (graphic) designers possess transferable skills that move far beyond aesthetics, Adobe products, and the creation of visual form or style. Thus, (graphic) designers, generally speaking, can plug into and work parallel to nearly any industry. This is because a (graphic) designer’s skills fill a void within and around specialized knowledge—the ability to effectively deliver consistent and effective visual communication.

(Graphic) designers deliver this communication by employing a process that is codified with methods, systems, and strategies. These elements are applied to understand client and consumer needs, propose and test viable solutions, and execute outcomes that deliver measurable results. Today, more than ever, (graphic) designers can operate in one or all of these distinct areas. (Graphic) designers create their own versions of each to guide and execute their creative process. And, they also create distinct versions for clients and their teams, internal or external.

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Methods

These are the practical or pragmatic activities executed by individuals and required to put systems and strategies into action. As these actions are personal, people develop an idiosyncratic relationship with methods—creating confidence. And through confidence, a belief that “my way is the way.” This can be empowering, but also limiting. The key is to never hold any one method too closely. And, be willing to re-learn any method, regardless of how effective a method might seem. As, Tobias van Schneider, Founder of HOVS, explains this friction in his essay What makes me a designer?:

I want control over my own surroundings. My process, my environment, everything. Ultimately, I want freedom. The freedom to break out and make things the way I want them to be. The freedom to ask, “But what would it look like if I’d do it?”

Control is elusive and can be hard to quantify. But, there are ways that a (graphic) designer can exercise some control. This is done by breaking down methods by type.

• Tasks: Individual activities completed by one person at a time. These activities are the easiest space to find ownership and develop perceived control. These activities are often repeated, and can even be repeated many times before their completion.
• Jobs: An appointed collection of tasks. These appointed or self-defined “jobs” provide a simple way to articulate a person’s general purpose or contribution to a group, a project, an organization, a profession, a field, or even society. These “jobs” can become a perceived reflection of identity—people (especially designers) can intertwine their life and vocation.
• Titles: Language allows us to articulate and define tasks and jobs to others. As a result, many people become enamored with this articulation. An entire social network has been created around the labeling of tasks and jobs. People move through their careers hoping to be identified with the most prestigious use of language.

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Systems

Systems govern methods and define “why” they exist, providing connective tissue through intention and objectivity. They provide predictable and consistent behavior that can be replicated over and over again. Dan Mall, founder of Design System University, defines systems as the following:

An intentional set of connected things that create repeated behavior.

Systems with interconnected parts can be difficult to manage. It is not only about managing the individual elements themselves, yet the factors that influence their connections. Managing these factors can define their effectiveness.

• Timing: When methods or tasks need to be performed. Most methods are part of a larger timeline. Therefore, sequence, repetition, and duration are critical factors. The combination or efficiency of each will determine the speed or quality of the system and it’s impact.
• Clarity: What specifically happens and why it happens. This is about understanding the vitality of the method within the system. Here is where documentation becomes vital. Recording and articulating the necessity of methods within a larger ecosystem can be abstract if not clearly outlined. The more detail that can be understood around a method, the better it’s role will be defined within the system.
• Consistency: Methods performed with predictable repetition. Documentation will also ensure that these methods can be replicated and performed by anyone.
• Accountability: Keeps people headed in a shared direction. The system is more important than the individual. The system guides individual actions—what to do and when to do it—being ready to deploy methods that will make things happen.
• Feedback: A continuous dialogue that helps all understand the effectiveness of methods within the system. Reflection is an important way to understand what works and what doesn’t work. This can be done through self-reflection or external observation. Most importantly, though, objective analysis needs to be shared with all parties involved in the system. All participants need to understand the impact of each method within the system. Yet, there is an important caveat. One cannot critique the system, if one does not operate within the system. This is important and vital to understand.

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Strategy

Strategies take on many different names and needs. Ultimately, a strategy is a plan. In this case, a plan for deploying methods and systems. Said differently, what we do, why we do it, and how we put it into action.
As noted in the 37 Signals manifesto, No. 5: Err on the side of do states:

The tendency to put off, push away, or otherwise delay is strong. No. Act and move on. And act again if you have to — most decisions are temporary, anyway.

• Audience: Who will benefit from receiving the information. Why are they the desired recipients? What specific needs to they have? These are all questions that need to be clarified, and it is understood that designed outcomes are not for everyone. Yet, they are tailored interactions delivered to a specific set of recipients.
• Channels: Analog, digital, or experiential. Each delivery channel has it’s own specific needs.
• Frequency: This comes from knowing audience needs, how they will receive the offering, and how often they will need it. This is the culmination of methods and systems seen through to delivery. It is beyond your control once delivery has taken place. Feedback and reflection are all that remain. Listening to the audience to understand how refinement might take place.
• Signal v. Noise: Often times it is very hard to decipher the vitality of communication. If you know your methods and how they fit into the system, then deploying them should be easy. However, external distractions or unintended outcomes can lead to misunderstanding the value of your work. Continue to check-in with your audience and make sure they can hear your voice.