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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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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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. In Design to Grow, a Coca-Cola senior executive shares both the successes and failures of one of the world's largest companies. In this rare and unprecedented behind-the-scenes look, David Butler and senior Fast Company editor, Linda Tischler, use 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 for managers inside large corporations as well as entrepreneurs just getting started.
Design to Grow: How Coca-Cola Learned to Combine Scale and Agility (And How You Can Too), by David Butler, Linda Tischler- Published on: 2015-03-17
- Formats: Audiobook, CD, Unabridged
- Original language: English
- Number of items: 1
- Dimensions: 5.30" h x 1.10" w x 6.40" l,
- Running time: 6 Hours
- Binding: Audio CD
Review "Drawing on this experience, he and Tischler walk readers through how to design for agility and speed." ---Publishers Weekly
About the Author David Butler is the vice president of innovation and entrepreneurship at the Coca-Cola Company and is responsible for Coca-Cola's Accelerator Program designed to generate early-stage, high-growth start-ups. Under David's leadership, Coca-Cola has been recognized with numerous design awards, including the prestigious Grand Prix from the Cannes Lions International Advertising Festival. In 2009, David was recognized by Fast Company as a "Master of Design" and by Fortune for its 2013 Executive Dream Team. David is a member of the World Economic Forum's Global Agenda Council on Design and InnovationLinda Tischler is an award-winning editor at Fast Company magazine, where she writes about the intersection of design and business. She helped launch Fast Company's design Web site, fastcodesign.com, which is now the web's largest design site. Prior to joining Fast Company, Tischler was an editor at Boston Magazine, where she initiated the New England Design Awards. She has also written for Metropolitan Home, the Boston Globe, and the Huffington Post, and has held editing and writing jobs at the Boston Herald and Microsoft's sidewalk.com.A veteran of stage and screen, Peter Berkrot's career spans four decades, and his voice can be heard on television, radio, video games, and documentaries. He has been nominated for an Audie Award and has received a number of AudioFile Earphones Awards and starred reviews.
Excerpt. © Reprinted by permission. All rights reserved. Design to Grow
Preface
SCALE AND AGILITY. In today’s volatile and rapidly changing world, these are the two essentials that every company needs to grow and remain relevant. If you’re a big, established company, 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. How can you grow (gain market share, increase your brand’s relevance, and generate revenue growth) with the speed and flexibility of a startup? Every big, established company, organization, and even government is at risk of being disrupted, having a so-called Kodak Moment, watching its industry upended and its competitive advantages—the moats that have protected it for decades—disappear overnight. If you’re in a startup, you’ve got a different problem. You’ve got agility, actually, 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. What if there were something that could help you grow, avoid disruption, and even take giant steps forward? What if there were something that could help you create both scale and/or agility? There is—it’s called design. And that’s what this book is about—how The Coca-Cola Company uses design to grow, and how the lessons it learned can help other companies, regardless of size, industry, or geography, do the same. For over a century, Coca-Cola has used design to scale to over two hundred countries, build seventeen billion-dollar brands, partner with more than twenty million retail customers, and sell close to two billion products a day. But the company is still learning. Over the last decade, it has focused on mastering how also to use design to create agility—something most established companies, including Coca-Cola, struggle with. We’ll deconstruct this journey by demystifying the often confusing language of design into a set of plain-spoken, easy-to-understand principles. Along the way, we’ll explore examples from around the world and across different parts of the company—mango growing in Kenya, packaging in Tokyo, retail shops in Bogotá, advertising in Cape Town, and social fountain machines in the United States—to make it easier to understand the role design can play in helping one of the largest companies on the planet become nimbler and more adaptable to a complex and changing world. The stories themselves may be unique to Coca-Cola, but the challenges they describe are universal. How to use this book A few words about how this book is organized. Part 1 explains how to design for scale, and shows how The Coca-Cola Company used design across its business to create a $170 billion, global brand. In chapter 1 we grapple with the question, What is design? then show how design creates value and what it looks like to design on purpose. In chapter 2, we investigate how The Coca-Cola Company used design strategically to scale Coca-Cola into one of the most, if not the most, ubiquitous brands on the planet. In chapter 3, we look at three realities that create the new normal of today’s marketplace: wicked problems, the changes unleashed by the after-Internet world, and the need to create shared value. There are, of course, other factors, but these three have created a new level of external complexity, challenging every company’s ability to grow. In part 2, we discuss what it takes to join the Billion-Dollar Brand Club, and explore why it’s getting harder than ever for established companies to maintain their status as part of this elite group. We’ll examine how startups design for agility and how big, established companies can too. In chapter 4, we’ll explain how design can actually help any company learn to fail fast, and adapt to stay ahead of the competition. We’ll show how The Coca-Cola Company uses design to create adaptability from its 5-Note Melody to its manual distribution systems in Africa to the redesign of hundreds of bodegas in Latin America. In chapter 5, we’ll see how designing modular systems is one way for a company to stay agile enough to survive and thrive. We’ll look at three examples from Coca-Cola: its global juice visual identity system, a high-density mango growing initiative, and the development of the Freestyle drink machine, to see how designing modular systems really works. In chapter 6, we see why designing open systems, such as Wikipedia, allows for greater collaboration, both within a company and with a company’s stakeholders. That process, it turns out, can not only help in uncovering the best talent and ideas, but can result in cost savings along the way. We look at the development of the Coca-Cola Design Machine, its 5by20 global commitment to empower women entrepreneurs, and its initiatives around global water use as examples of open systems in action. Finally, in the epilogue, we consider what the future will look like in a world where design is democratized. We’ll also explore what big companies can learn from startups to help them avoid significant disruption, and what startups can learn from big companies that would let them beat that dismal startup failure rate. Will the next wave of innovation—building scale-ups—be the answer for both ends of the business spectrum? Throughout the book, we offer lessons that any company can use to grow and thrive, along with suggestions as to how you can use our road-tested ideas for getting everybody in your company on board. In The Deep End, we provide references for anyone who wants to delve further into the ideas presented here, as well as the never-before-published “Designing on Purpose” manifesto that was my Jerry Maguire moment at the company, and the seed for this book. In the course of this book, we’ll go behind the scenes of The Coca-Cola Company’s operations, ranging from how the carpet industry helped it make the decision on what shade of blue to use for the Dasani bottle to how it’s turning local biowaste—from sugar cane stalks in Brazil to tree bark in Russia—into PlantBottle Packaging. Most of these problems are, of course, specific to Coca-Cola, but every business can learn from the way the company used design to solve them.
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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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