The Best Designers Don't Start in Figma

Confession 

I must admit something that may resonate with many of you: I don’t always dive straight into Figma, or any design software, right from the start. In fact, there are times when I don’t even open it for hours, even on crucial design days. This may sound counterintuitive given how integral design software is to our work, but I’ve come to realise a fundamental truth: software doesn’t inherently solve problems. Thinking does.

Design tools, like Figma, are undoubtedly powerful. They offer a plethora of features that enable us to create stunning visuals and prototypes. However, this very power can become a double-edged sword. The danger lies in the temptation to rush into crafting solutions without first deeply understanding the underlying problems at hand. 

It's an all-too-familiar pattern that we’ve all experienced: we open a blank artboard, and in a fit of inspiration, we start dragging and dropping rectangles, experimenting with different colours, and perhaps selecting an eye-catching hero image. Fast forward a few hours, and as we step back to review our work, it’s glaringly obvious - something feels off. It’s not that the design is fundamentally flawed; rather, the problem is that the crucial thinking phase occurred far too late in the process.

In my experience, the most successful projects emerge from a foundation that is anything but glamorous. They thrive on the rigour of:

-  Conversations that facilitate open dialogue and exchange of ideas among team members.

-  Research that informs our understanding of user needs and market dynamics.

-  Workshops that bring together diverse perspectives and foster collaborative brainstorming.

-  User journeys that map out the experiences of our target audience.

-  Competitor analysis that offers insights into what others are doing and where we can differentiate ourselves.

-  Business goals that align our design efforts with the broader strategic objectives of the organisation.

-  Stakeholder interviews that clarify expectations and illuminate potential roadblocks early on.

Only after traversing these essential steps does the design process begin to feel intuitive. When it gets to the actual design phase, many of the hard choices have already been made. 

One pivotal question I’ve adopted that transforms the trajectory of nearly every project is simple yet profound: “What business problem are we solving?” This question shifts the focus away from superficial considerations like aesthetics toward a deeper exploration of purpose and impact. 

It’s crucial to emphasise that it’s not about asking, “What should the design look like?” - that perspective breeds conflict and myriad personal preferences among team members. Instead, when everyone collaboratively answers the question of the business problem at hand, the team suddenly finds itself on a shared path. 

The results are remarkable. Projects progress more swiftly, approvals become streamlined and less contentious, and the inevitable disagreements among stakeholders diminish significantly. Design, then, evolves into a process that feels almost obvious because everyone involved is united in addressing the same core challenge, rather than defending their individual tastes and opinions. 

Ironically, through this intentional approach of spending less time on initial designs and more time on thoughtful discussions and research, I’ve observed a consistent pattern: the final design tends to surpass expectations. Embracing this process not only enhances the quality of the work but also makes the path to that final design considerably smoother for everyone involved.

#UXResearch #DesignThinking #CreativeLeadership #BusinessStrategy #StrategicDesign #BrandStrategy #ProblemSolving #Figma #UXDesign