1. Believing the product doesn’t need industrial design because “it’s just a...”
Stating that a product “is just a...” automatically diminishes the value of that product. It’s important to realize the concept of perceived value. Just because a product may not be “seen” after it’s installed doesn’t mean it’s hidden during the buying process. Perhaps it’s diagnostic lab equipment, a surgical device or maybe it spends its life in a basement. Chances are, that product was “seen” by someone before it was purchased. Bringing industrial design in to the development process is one of the easiest ways to differentiate a product from its competition, add perceived value and in turn, add margins to sales.
2. Involving design too late in the process
Design isn’t only about creating beautiful things. It’s about developing a process that ensures a product will be well received, easy to use and of the highest quality. To achieve a successful product, design needs to be implemented and embraced as early as possible in the development cycle. Trying to implement design when it’s too late is like “putting perfume on a pig”. Too many decisions have already been made and too many constraints have been placed, leaving no flexibility for design impact.
3. Thinking design is “expensive”
A designer’s biggest asset is their ability to approach complex problems and apply simple elegant solutions. Investing in design early leads to not only a better product, but a streamlined product development cycle. The cost savings by addressing problems early far outweigh costly changes late in the cycle. Don’t underestimate the value a designer can provide. Increased sales, better margins and improved market perception will easily pay for the additional expense. Really, can one afford not to use design?
4. Making assumptions about the user / customer
No one can predict exactly how their product will be used or perceived. Making important customer level decisions without proper feedback is like throwing darts in the dark. One of the easiest things a project manager can ask themselves is, “Are we doing what’s best for our customers?” It’s very easy to get caught up adding additional features, solving technical issues and hitting deadlines instead of stepping back and asking the all important question, “Are we solving the right problems?” Designers are trained to be “customer advocates” and identify and address the right problems.
5. Assuming industrial design can be done in house
Designers possess different skills, different tools and different goals than engineers. Being a successful designer requires years of specialized training and experience purely focusing on design. Asking an engineer to add “industrial design” to a product is like asking an accountant for business legal advice. They may be able to speak the language but they possess very different skill sets and abilities.
