Constellation thinking

One of the defining components of design strategy is exploring chaos and identifying patterns that tell a story and imbue meaning. Much like astrologists connect the dots of the cosmos in new and novel ways, designers recognize and reinforce humans’ behavior, expectations and search for and appreciation of value.

Strategic thinking inside an organization has a very similar dynamic: Identify high-level ideas that cascade in meaningful ways across every effort. These patterns might be customer segments, processes, customer benefits, even organizational values. What works in one place is recognized, replicated and tested in other areas. Gradually patterns of effectiveness emerge. And those patterns become processes. Those processes become culture. Trusted beliefs that are passed on, tribally, as core to the organization’s story.

Those patterns are also subject to disruption— chaos, new ideas that break the patterns or short-circuit the existing beliefs, or waining light as the meaning behind a pattern fades — creating new, different stories to be told.

Bright stars and lynchpins

Bright stars or lynchpins figure into several, overlapping patterns. They might be people in your organization, customer truths or insights, cornerstone brands and identities, seemingly immutable laws. Positive or negative — they act as anchors to our beliefs. With them, we can make sense of many patterns — without them, we are lost. When a bright star dies — or is eaten by an even brighter star — the dependent patterns and their stories, indeed the whole sky feels just a little different.

Organizational bright stars share several attributes. They are consistent. They are bold. They figure prominently in several key conversations at once. My aim, as a design leader, is to develop bright stars. Put employees of all kinds in positions to connect and be connected. To figure prominently in the development of our stories, our processes, our culture and eventually in the of experiences that improve the lives of our customers and their clients.

The many processes we develop and customer problems we solve are like echoes. Though the pitch and the timing may change, the pattern stays true. Waste less time. Focus the time you have on the most meaningful contribution possible. Grow as a result. It’s true for every customer we serve, internal and external.