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Portland, OR CCO at instrument.com Joined over 3 years ago
"Agency" over "Company" eh? ;)
Instrument made it. :)
This is complicated. It has to be baked into everything you do. You really have to value your employees a whole lot to the point where all of your decisions factor this in. What projects you decide to take on, what benefits you offer, what kind of atmosphere and workspace you provide, how well and how often you recognize their accomplishments or their attitude, hiw well you yourself model the kind of excitement you're looking to get from them, how passionate their teammates are, how challenged they feel... I could go on and on.
It's a big effort, carried out by a lot of core people who care deeply about their teams. We work hard to create a healthy, creative and positive atmosphere. If you can achieve this, then people can roll with the ups and downs of the job and come together to solve tough challenges.
Its really hard for us. We're so collaborative that it's really hard when people are scattered.
Our clients are all over the place and we're very collaborative with them, so we CAN make it work between Google Hangouts, phone calls and face to face visits.
But when it comes to employees, we'd rather all be here together.
Wow. Thank you!
Oh shit - that's a tough one...
Green Soccer Journal is my favorite editorial site.
ETQ - next level simplicity and beauty.
I don't know about the usability but holy shit, this Subaru site is bananas.
Airbnb across all touch points is insane.
I rented a car through Enterprise on desktop recently and that was pretty dope.
Amazon saves my life, often.
Oh god I don't know. It really depends.
Right for the past couple months I've been fully in the weeds on a few couple client projects so if I had to guess I'd say I've been about 20% designing, 50% directing and 30% running a business. Maybe. Something like that.
I'm an edge case though. We have eight Creative Directors who don't have to do the running the business bit so they design a lot more than me.
I can't explain how I manage jumping around. I'm just wired that way. I'm constantly zooming in and back out and switching gears.
Doing our best!
Really though... We care a LOT about being profitable because its the thing that allows to take great care of our employees.
Two key things that make it possible for us to skip employee time tracking:
We have a blended hourly rate (no, I'm not going to tell you what it is).
So... a new project comes in. We make an estimate based on people and time: The team that needs to work on it (let's say its 5 people) and the time we think it will take (let's say its 6 weeks). We have a little back and forth with the client and agree on the scope. We're transparent about the people and the hours and the hourly rate. If they want to negotiate, we can reduce scope to get the price down. Our producers are in constant contact with the client as the project begins and as soon as there is any scope creep, we have a discussion with them and address it. If it's our own fault, we eat the cost. This forces us to finish things on time and to stay on brief (and be good at estimating in the first place).
We created our own app that we use to track efficiency, effectiveness and profitability of our teams. All team leaders and executives have access to this and can check in at any time. We also meet once a month as a group to go over these factors in great detail.
Totally. We don't care about profitability at all. SO overrated!
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