Douglas Bowman recently posted an interesting account of his time spent as lead designer for Google, as part of a public goodbye letter to the company. Particularly fascinating to me is the commentary on how an ingrained engineering culture made adopting design leadership difficult:
Reading this makes me grateful for the emphasis and priority on design that Brightcove has had since the founding of the company. We have an extremely productive relationship between design and development, I couldn't imagine what it would be like to work any other way. Doug provides specifics on how an imbalance can cripple the design process:
While I believe that testing and empirical data are valuable in making informed design decisions, design by necessity is an intuitive practice. At some point the designer must be willing, and empowered, to be able to make decisions about the right design.
I can remember Doug's talk at An Event Apart Boston, and how he went into fascinating detail on the implications of design on products that operate at Google's scale. Specific examples of how the layout for Google calendars had to evolve based on load time requirements, and how a few bytes of extraneous CSS could multiply to massive bandwidth overhead were terribly interesting to hear. Although his talk was very positive and framed these issues as inspiring design challenges, reading between the lines one could see where his current frustration arose.
Seven years is a long time to run a company without a classically trained designer. Google had plenty of designers on staff then, but most of them had backgrounds in CS or HCI. And none of them were in high-up, respected leadership positions. Without a person at (or near) the helm who thoroughly understands the principles and elements of Design, a company eventually runs out of reasons for design decisions.
Reading this makes me grateful for the emphasis and priority on design that Brightcove has had since the founding of the company. We have an extremely productive relationship between design and development, I couldn't imagine what it would be like to work any other way. Doug provides specifics on how an imbalance can cripple the design process:
Yes, it’s true that a team at Google couldn’t decide between two blues, so they’re testing 41 shades between each blue to see which one performs better. I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case.
While I believe that testing and empirical data are valuable in making informed design decisions, design by necessity is an intuitive practice. At some point the designer must be willing, and empowered, to be able to make decisions about the right design.
I can remember Doug's talk at An Event Apart Boston, and how he went into fascinating detail on the implications of design on products that operate at Google's scale. Specific examples of how the layout for Google calendars had to evolve based on load time requirements, and how a few bytes of extraneous CSS could multiply to massive bandwidth overhead were terribly interesting to hear. Although his talk was very positive and framed these issues as inspiring design challenges, reading between the lines one could see where his current frustration arose.
Labels: brightcove, design, Links




