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Says Sir Bazalgette, “Not only are the Creative Industries themselves likely to grow as a proportion of our economy, other industries rely on creative disciplines – such as Design and Advertising – to thrive. The cultural and creative sectors are the engine of the UK’s international image and soft power.”

This assertion to growth is reflected by design industry trends, as found by the DBA’s Annual Survey:

alexander-limbach-dreamstime_l_53574541-copyGrowth:

• Average gross income generated per head has grown by 3.8% to £89,992 (up from £86,700 in 2016). (NB this figure includes freelancers as well as permanent staff to give a realistic representation of how income is earned)

• 67% of agencies are expecting an overall rise in gross income over the next 12 months, with 18% expecting a rise of over 10%.

• Income from overseas clients has grown 3% in a year, up from 20% of overall income to 23%.

• Many agencies are looking to ‘staff up’ over the coming 12 months, with 56% of agencies planning to expand their workforce.

Confidence levels:

mentoring• Over three quarters of respondents have a positive outlook on their business’ health: 77% reported that business was ok or doing great and growing compared to 65% after the EU Referendum vote in 2016.

• And the number of businesses that are concerned about business health or are struggling to stay in business has dropped: Down from 17% in 2016 (post Referendum) to 9.5% in 2017.

• In a further sign of confidence, a majority of staff are likely to receive pay rises in the coming year: 79% of senior staff, 81% of middleweight, 83% of junior.

Says DBA CEO Deborah Dawton, “We are seeing that in the current economic and political landscape both Business and Government are placing ever greater value on design’s intrinsic capabilities to solve complex challenges and deliver competitive advantage. As confidence in design investment grows, so should the confidence of the industry itself grow and despite difficult trading conditions, it’s heartening to see this being translated into a positive business outlook by DBA members, as demonstrated by the findings of our Annual Survey Report.”

The 2017 DBA Annual Survey Report includes analysis by Esther Carder, Partner at Kingston Smith and is published exclusively for DBA members. 

The report analyses in detail design agency fees, salaries, utilisation, income, recovery rates and benefits to enable DBA members to benchmark their businesses as well as helping them to develop pay and benefits strategies to attract and retain the best talent.

If you’re not yet a DBA member and would like to join to access the Report’s findings, call the membership team on 020 7251 9229 or email membership@dba.org.uk 

“The DBA Annual Survey Report is essential in helping us to benchmark what we pay our staff and what we charge clients, in order to remain competitive.” Andy West, Director, MultiAdaptor

pegasus pegasus
pegasus pegasus

The Report is supported by Pegasus Systems.

Image credit: Alexander Limbach | Dreamstime

Image credit: Pedro Antonio Salaverría Calahorra | Dreamstime

Image credit: Jungwoo Hong | Unsplash

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Main Content

Russell Hales, Creative Director, Ape:

mentoringTaking part concurrently

After briefly discussing the pros and cons, Paul and I came to the conclusion that us both taking part concurrently in Twenty/Twenty might be an interesting exercise and hopefully a beneficial one. Having a mentor each at the same time gave us a lot of points of views and avenues to explore, it had the potential to be disruptive, but more often than not it provided interesting points of cross reference, deeper insights and validation.

We wanted to scrutinise ourselves individually and as a business, improve our leadership skills and build a better studio. Our mentors came from very different backgrounds and experience, but ideally matched to Paul and my differing roles. They both were very generous with their time and keen to share their knowledge. Over the course of the year, as the conversations became more involved it was really evident just how invested they’d become in their mentoring role and their desire to see Ape make real progress.

Visible shift in energy and intent

The impact on the business has been profound and significant. We’ve recruited proactively so we had the skills already in place for our projected growth. Operationally we gave everything an overhaul, in particular we introduced some new time management software that completely changed how we quoted and planned projects, which in turn means our reporting is now vastly improved. We also introduced better staff reviewing practices and incentives. Our business planning now has a sharper long and short term focus, that is reviewed more regularly and as a result I believe there is a very visible shift both internally and externally in terms of energy and intent that Ape now projects.

Growing confidence and resolve

The process helped shine a light on our individual roles and helped us refocus, I like to think I’ve improved my approach and with that comes more confidence and resolve. Part of the process has meant that I’m consciously looking at how and where I invest my efforts best during the day.

Powerful and rewarding

The prospect of Twenty/Twenty felt a little daunting, but the reality was a thoroughly enjoyable and rewarding experience. You can’t overstate how powerful it can be to have the support and encouragement of a mentor, whatever stage of your career. The lasting impression was just how much invaluable information was shared by my mentor, so willingly and just how much of that we have instilled into our day to day.

Paul Spirou, MD, Ape Creative:

MentoringWe’ve been members of the DBA since the early days of Ape, largely driven by the training and workshops so from that perspective, I’d been aware of the Twenty/Twenty programme since its inception. But putting myself out there for external scrutiny was another thing entirely and a very challenging step.

Taking the plunge

It was the second year I’d thought about it seriously when we decided to take the plunge and complete the application. By now the business was about nine years old and I had the confidence to know what I was good at and where some of the gaps lay, and crucially, was ok about exploring that.

Different mentoring needs 

Ape’s Creative Director and myself as MD, are equal partners in the business. We share similar ambitions but different skill sets so our responsibilities have always been naturally defined but we lead the business together, albeit in different areas. Nonetheless we still had some nervousness about allowing third parties into our partnership, not knowing what they would say, how we’d feel and react and what that could lead to.

We did know though that we had different mentoring needs we wanted to explore and that if we kept our regular and honest dialogue going, we had the potential to really learn and grow. Essentially, if one of us was going to do it, we both had to.

A ‘spot on’ matching process

I had a little anxiety at the beginning in as much as Russell’s mentor was relatively quickly identified and mine took a while. I needn’t have worried, the matching process was spot on. I can happily say that whatever the process, both of our mentors were very well suited to us individually and as a business. I felt that my application had been read carefully and understood and matched me with a mentor whose rich and deep experience included much of what I hadn’t experienced and more. His interest in me and our business and his questioning was revealing, insightful and sometimes uncomfortable. His advice and support was at times practical, other times thought provoking and occasionally guided me to the retrospectively bleedin’ obvious! It was always delivered with skill, kindness and purpose. And I only really scratched the surface in 12 months.

mentoringA profound impact

The impact on our business has been marked and profound. Firstly, we have both grown in confidence: we put ourselves out there for scrutiny and found it as validating as it was insightful. We got practical advice that led to us evaluating and bedding in new processes and systems. We planned for and committed to growth, hiring people before we truly needed them. We started reporting on and analysing the business in a way we had never done before. We began to focus our attention and prioritise our management efforts; and we put plans and targets in place that we’d previously never committed to. In short, we’ve become much better managers and directors of our business.

Reaping the benefits

If anything surprised me about the Twenty/Twenty scheme, it’s just how much I got out of it, in such little time, armed with little more than a few questions and an open mind. Its value since the scheme ended is hard to quantify but we know it’s been significant. Long term, it could be transformational, but that’s up to us.

DBA Twenty/Twenty Mentoring

DBA Twenty/Twenty pairs rising industry leaders with established design pioneers for a 12-month one-to-one mentoring relationship. Applications for the 2018 programme are open until 15 November 2017 so why not think about what you need right now, or what you can give. Find out more and apply.

Apply today

About: Ape Creative

Ape creates brilliant and beautiful design, branding, strategy and packaging for food and retail. We deliver meaningful brands, insightful communication and delightful results time and again. 

Image credit: Jungwoo Hong | Unsplash

Image credit: Sawyer Bengtson | Unsplash

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Main Content

DBA Design Effectiveness Awards 2018 | shortlist

Business Agency Project title
Maplin 20.20 Maplin: Store of the future
Bergen International Festival ANTI Bergen Bergen International Festival rebrand
Pip & Nut B&B Studio It’s the nuts
Diageo India Bloom Royal Challenge: Engaging a new generation
Maxxium España Brandhouse Larios: The mediterranean gin
McCain UK BrandOpus McCain Shake Shake Fries
Dairy Crest BrandOpus Vitalite
PizzaExpress Bulletproof PizzaExpress retail range redesign
Ernest Jackson & Co / Mondelēz International Bulletproof Bassetts Vitamins redesign
Marston’s Butcher & Gundersen Wainwright: The golden beer
Unilever Comfort Coley Porter Bell Comfort Summer Limited Edition
USP Zdrowie Creative Leap Inovox Express
RB DCA  Air Wick Scented Oil Warmer
The Travelling Bee Company DECIDE. The Travelling Bee Company
Four Winds Denomination Four Winds Vineyard
Unilever Design Bridge Matcha Green Tea: Reinventing a classic
Essity Design Bridge Tena Men: Tackling a taboo
Danone Dragon Rouge Light & Free Yoghurt
Homeward Bound Elmwood Our planet in our hands
Day One Elmwood Signposting the journey back to life
London Beer Lab Elmwood Raising the bar for London Beer Lab
Mars Elmwood Golden Eggs
Procter & Gamble Elmwood Fairy cleans up for P&G
Dubai Airports Engine Service Design The Dubai Airports Hospitality Programme
The Dell Good Branding The Dell
Advanced Graymatter FairITales
Zumtobel Group GW+Co THORNeco: Meet the family
Java Republic  Honey Java Republic: Something’s been brewing
GSK Interbrand Sensodyne True White
AB InBev Jones Knowles Ritchie  Budweiser: Taking back the ‘AmeriCan’ summer
Buttermilk Confections Kingdom & Sparrow Buttermilk rebrand
Raspberry Pi Kinneir Dufort Raspberry Pi Official Case
Lund Halsey LA Design Kontrol Command – Control Room Consoles
Tata Global Beverages Landor Brewing warmth and growth for Tetley
Hagkaup M Worldwide Hagkaup Smaralind: Happy Shopping!
Imperial College Business School OPX Imperial College Business School visual identity
Cornerstone Path Cornerstone: Delivering a smooth shave
Interflora Denmark Pearlfisher ASK: Beer from Interflora Denmark
Seedlip Pearlfisher Seedlip: The art of nature
Nestlé USA Pearlfisher Putting the love back into Lean Cuisine 
Sadler’s Wells Red&White Sadler’s Wells
Glasgow Prestwick Airport Stand Repositioning Glasgow Prestwick Airport
The Tofoo Company StormBrands The Tofoo Company
Carlsberg UK Taxi Studio Carlsberg: a story of brand reinvigoration
AEG Powertools The Canopy Studio AEG POWERTOOLS warranty campaign
London’s Air Ambulance The Clearing London’s Air Ambulance
One Feeds Two The Clearing One Feeds Two
James Heal Thompson Brand Partners James Heal: Setting the standard
YPO Thompson Brand Partners YPO: Public Value Champions
Brew York Craft Brewery United by Design Brew York Craft Brewery brand packaging
Waitrose Waitrose Graphic Design Waitrose 1
HI-Mark International – Body Sculpture WPA Pinfold Body Sculpture: Getting a classic brand back in shape
Bulwark WPA Pinfold Bulwark: The new world cider

SPONSORED BY

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For full information about the DBA Design Effectiveness Awards, including winning case studies from 2017 please click here.

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Main Content

Andy Gray, Founder & MD, StudioLR
Andy Gray, Founder & MD, StudioLR

The DBA Twenty/Twenty programme has helped me learn fast from someone who really understands the design industry.

This is my second time on the programme. The first time I worked with Andrew Eyles (CEO / Co-Founder of Bluemarlin). It was transformative and helped me understand how to move StudioLR from a design studio to a design business (which just so happens to be called a studio).  

This time round I’ve been fortunate to be paired with Myles Pinfold (Founder and MD of WPA Pinfold). Myles has been sharing with me his experiences of how he built a successful design business. Having Myles as a sounding board has boosted my confidence to make changes (and in some cases the confidence not to), which keep me focused on moving forward.

We also asked our Design Director, Dave King to join the programme. Dave is developing himself to take the step up to Creative Director and is working with a London based CD. He tells us the confidence he’s gaining is invaluable and he’ll soon have all the tools in his kit to make that step.

Be prepared … for blood, sweat and tears because a good mentor will challenge you. It’s not easy, but that’s what gets results.

The bottom line. Yes, financially we’ve had our best years since we started the programme, but the real value is in how we approach our business now. There’s a confidence and understanding in who we are and where we’re heading.

If you’re thinking about it, get your head up from the day-to-day and go for it.

DBA Twenty/Twenty Mentoring

DBA Twenty/Twenty pairs rising industry leaders with established design pioneers for a 12-month one-to-one mentoring relationship. Applications for the 2018 programme are open until 15 November 2017 so why not think about what you need right now, or what you can give. Find out more and apply.

Apply today

Image credit: Francesco Gallarotti | Unsplash

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Main Content

thoughtsMark van Iterson, Director Global Heineken Design, Heineken International

“What’s really special about Heineken, is that design innovation is in the DNA of the company.”

“For a beer brand that never changes its recipe, since over a century that’s always been the same, then design, designing the brand, innovating around the brand, creating the experience around it is of huge importance to keep it engaging and interesting and develop added value.”

“I think creative people will lead the concepts of the future, they will develop the propositions of the future, so I think more and more companies will see the value [of design].”

thoughtsMark Curtis, Founder and Chief Client Officer, Fjord

“Design thinking on its own is not enough. We call it the rule of three: Design thinking, design doing and design culture.”

“A rise in the number of clients in the last few years, asking us ‘please can you help us set up a design outfit?’”

“I’ve had numerous conversations with CIOs and CMOs, who are saying ‘I don’t actually understand where design should sit in the organisation. Who owns design?… all terribly important questions.”

“If it isn’t attached to the mother ship, it isn’t going to succeed.”

“If you’re going to embed a design culture in an organisation, you actually need to get the hearts and minds of the back office people as well.”

“Design thinking is really about a number of things – at its core I think its about putting the end user at the centre of a process for thinking about how to make sense of things.”

thoughtsRon Burrage, Sr. Director, Head of Global Design, The Hershey Company

“If design is embedded early on, I think you’re going to end up with a better consumer experience in retail and at home.”

“Design culture is everybody working together to get to the best result.”

 

Design: driving transformation in business will take place in London on Thursday 12 October. View the full line-up of inimitable design leaders speaking and book your ticket.

  • Ron Burrage, Sr. Director, Head of Global Design, The Hershey Company
  • Mark van Iterson, Director Global Heineken Design, Heineken International
  • Louise Smith, Head of Design and Transformation, Royal Bank of Scotland
  • Mark Curtis, Founder and Chief Client Officer, Fjord
  • Jon Denham, Vice President Disruptive Innovation & Design, ConAgra Foods
  • François Lenfant, General Manager Healthcare Experience, Global Design at GE Healthcare
  • Judith Stracey, Chairman, White LogisticsTestimonials Panel
  • Oliver King, Director/Founder, Engine Service Design
  • Jeremy Bassinder, Exec Partner – Consumer Products & UKI iX Leader for Consumer Products, Retail and Travel & Transport, IBM
  • Luke Mansfield, Vice President, Innovation, Global Beverage Group, PepsiCo

Credits: IDE TU Delft  via Youtube, Inspirefest HQ via Youtube, Adobe Creative Cloud via Youtube

Image credit: © Rawpixelimages | Dreamstime

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Beautiful services: Tips for tuning into beautifully designed services


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04/07/2018


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07/06/2018


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