1. Hire a professional. While a lot about your workflow can seem obvious, there’s probably a lot of workarounds your staff are employing that they just don’t see day to day. We hired an architect (one of our project manager’s husbands) who knew enough about the business to make salient recommendations. He also saw ways to recycle existing building materials, office furnishings that we would not have seen.

Office workspace during renovation and construction

2. Negotiate with your landlord (if you have one). We were looking for alternate space downtown but our LL brought us a great deal and we negotiated a long-term lease. We consolidated our space and the LL sprung for the structural changes, including busting through brick walls. Our landlord also happens to be our bank, which made the negotiations a win-win.

3. Take advantage of your internal brains. When it came time to organize the space, our designers/PMs knew much more about storage, adjacencies, workflow, etc. than the architect. They had final say on their own workspace, locations of printers, mail stations, etc. We managed the project internally with our VP of Technology who dealt with wiring, server locations, etc.

The same space opened up, with masonry arches being constructed

4. We offered staff time for some of our designers to research, propose and build work tools. We sprang for a bunch of pizza and beer to get some of the dirty work done, including painting. We recycled thousands of pounds of old samples, project materials, project documentation, etc. Then we went through and did it again.

Fuel for hungry Corbin Designers

New space prior to move-in; we removed conference rooms and created an open office environment

5. Pay cash whenever possible.

6. Design for the ultimate solution. Because we watched the economy tank while we were implementing this plan, reality set in – but we still own the concept for our major team space and kitchen, private enclaves, etc. and hope to implement in the future.

7. At the same time, we were investing in technology tools to allow us to be less dependent on one physical space. We changed the culture and our internal policies to match that philosophy. And when the December blizzard hit Traverse City, we moved forward without a hitch.

8. Allow the redesign to be a reflection of your culture. Prior to this effort, we were separated into four suites divided by a public hallway. For some unknown reason, we were also primarily divided by gender. This redesign allows us to cross-pollinate, share ideas and even overhear conversations that build camaraderie and a shared knowledge base.

9. Reduce your footprint whenever possible. By design, our new floor plan incorporates more work stations and technology into a smaller space. We have incorporated room for future growth into the plan, primarily by reducing storage of unnecessary items and turning it into more productive space.

10. Make it fun!

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But we need to be careful not to cross the line beyond what’s necessary for you. In most cases, an initial proposal will clearly define responsibilities and deliverables, a set fee for those deliverables, and a timeline for completion. Without this, a design firm is either working on a retainer or time and materials basis; even so, there needs to be some delineation of expectations.

There comes a point where we need to ‘teach a man to fish.’

Part of our responsibility is to design the process as well as the outcomes. In order to create a solution that is sustainable over time, we need to develop solutions that educate our clients’ internal staff, as well as addressing the needs of your end user. Indeed, often the most important audience is your internal staff and their ability to maintain and sustain the system we’ve designed together. Absent that, erosion quickly occurs and you lose the value of your initial investment in Corbin Design.

Similarly, if we as designers do not keep a close eye on project scope, timeframes and identified deliverables, we lose our investment in you, our client. If you’ve become too dependent on us for consultation, review and opinions, our billable time begins to add up. Without proper tracking of project phases, a tightly defined budget can begin to erode.

We offer the following to you, helping to create the proper balance:

1. Review the proposal and expectations as the first order of business. We know that sometimes client teams are assembled without full knowledge of project parameters, especially if a purchasing/legal department had final say over the contract terms. It is in the best interests of all concerned to carefully review the terms of the agreement the first time all team members are assembled.
2. Keep the lines of communication open. At Corbin, our Project Managers are tasked with closely tracking budgets and deliverables via an internal studio management software tool. Identifying a key person on your team to act in the same capacity will assure an ongoing system of checks and balances.
3. Define expectations. Part of our goal of ‘designing the process’ is to provide you with deliverables that you can fully understand. It is important for us to clearly state whether submitted designs are in draft form or finalized, whether we’re asking for input or final approval, what time commitments your team will need to make, and the deadlines you’ll need to hit. Clear, concise instructions will accompany every deliverable.
4. Call to confirm. When we send a document, a project manager will call to confirm receipt of that document. Whether or not your team receives the call directly, at least we’ve closed the loop and created an awareness that we’re there for questions or clarifications.
5. WebEx is a wonderful thing. Our experience in recent years points to the effectiveness of technology tools in keeping in touch with you. Building these meeting points into a project schedule and budget demonstrates our intention to stay on top of the project for the duration. Additionally, saving on travel costs allows more flexibility in budgeting, both for you and for us.

As consultants we know that there’s a point at which we need to help our clients take the reigns. It’s as important for us as it is for you to assure the long-term prospects of our respective businesses. By paying close attention to the points above, we’ll all see the benefits of a well-designed project process.

Think about how many people in your organization have contact with the public on a daily basis. A key encounter could happen anywhere: in a hallway, on the street, on the phone or online.

If you’re a parent, you know about teachable moments, right? Each of these encounters is an opportunity to create awareness for the visitor and make sure they know what to expect. The best brand experiences start with a friendly person, after all—someone who can help them decipher the environment, then use the wayfinding tools provided as they complete their journey. It’s the whole “teach a man to fish” thing.

Wayfinding occurs every day, by anyone who has contact with the public.

Okay, but who has time for all of this? We know that everyone is swamped with day-to-day responsibilities, and few people are reasonably able to take the time to assure this diligence with the public (unless, of course, it’s their job). How to make it easier, more consistent for everyone else?

• It starts with terminology. A visitor will be confused if there are several names for a given destination. Make sure there’s agreement on what to call it—one single, intuitive, succinct name.*
• Next, decide which routes are most advantageous for the majority of visitors. Refer to main roadways first, bringing people in along wide, inviting “streets.” Remember, for a first-time visitor, the shortest distance between two points may not be a straight line!
• Third, agree on key landmarks for visual reference.Now that you’ve developed the infrastructure that will inform your wayfinding system, it’s time to train EVERYONE, from the CEO to the valet, about this simplified system of direction-giving.
• Use several examples, showing a progression of decisions that a visitor will make.
• Communicate what NOT to say, which directions NOT to use, and why. Always use the perspective of the first-time visitor as your point of reference.
• Finally, develop a network of wayfinding tools that reflect that simplified logic, meeting your visitor where they need information the most. Your training and orientation will enable everyone to speak in the same voice for a seamless visitor experience.

Educate the educators first, and everything else will fall into place!

* Wayfinding changes are as much cultural as physical.

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