Download - Design Inc
-
8/8/2019 Design Inc.
1/21
1
Design Inc. Case StudyFawad Naeem M10626Asim Yasin M10594
-
8/8/2019 Design Inc.
2/21
2
Design Inc. Case StudyBill Klee is founder/owner of Design Inc.
-
8/8/2019 Design Inc.
3/21
3
Background and History
Design Inc. was startedby Klee in 1979
Design Inc., a successful
commercial art studio, isthe brainchild of itsfounder/owner, Bill Klee
Klees personal motto:Perfection or Bust!
perfection is our onlyconcern
no compromisewith mediocrity,
-
8/8/2019 Design Inc.
4/21
4
Mission/Vision ofDesign Inc
To satisfy customers and to create a third
place environment
Perfection
Three components to branding strategy : the
quality , service, and atmosphere
-
8/8/2019 Design Inc.
5/21
5
Organizational culture
Culture is paramount
because it is a way of
life, affecting not onlyhow an organization
creates value but also
how the organization
is perceived.
-
8/8/2019 Design Inc.
6/21
6
Overview of Case study
Klee wanted to found an academy where talented youngartists and designers can perfect their skills
Im not offering people jobs, Im offering them a uniqueeducational experience!
Klees approach to potential staff members was highlyunorthodox
You wont make as much money with us as you wouldsomewhere else,
But you will be doing the most satisfying job youve everdone in your life
Klee was able to put together in short order a talented andenthusiastic team of graphic artists and designers.
-
8/8/2019 Design Inc.
7/21
7
Overview of Case study
We have no frills at this studio
If you want luxury, or if you want someone to
hold your hand, then go someplace else
But if you want quality, the best commercial
artwork in this city, if not in this whole country,
then youve come to the right place
In a matter of months, Design Inc. had carveditself a prosperous niche in the commercial art
industry
-
8/8/2019 Design Inc.
8/21
8
Overview of Case study
Employees werent making as much as their
colleagues in more firms
At least this is what most of them argued, when
socialising with their better-paid colleagues
Sometimes these conversations became quite
acrimonious, and some long-standing friendships
actually suffered.Employees of other firms did not take their
approach right
-
8/8/2019 Design Inc.
9/21
9
Overview of Case study
It isnt surprising that Design Inc. employeesworked long hours, coming in early and leavinglate
Things that would be done three or four times atanother studio reviewing artwork for example might be done as many as a dozen times or moreat Design Inc
These hours cut even more into the social lives ofthe employees, throwing them more and more intoeach others company.
-
8/8/2019 Design Inc.
10/21
10
Overview of Case study
About 18 months after Design Inc. was established, its toplayout artist, forced to choose between his career at DesignInc. and his family, left the firm for another job
Klee stepped into his position until a replacement could be
found
Advertisements were put in the paper with the philosophyof Design Inc all for one and one for all
A large number of qualified people applied, but somehow
none of them seemed exactly to fit the bill During this time, Klee, because of his additional
responsibilities, had begun to neglect his training mission
-
8/8/2019 Design Inc.
11/21
11
Overview of Case study
The studio continued to function, but as a business and notas an academy
. It seemed to Klee that something of his dream had beenlost
Furthermore, the firm was doing well financially, and so,as owner, Klee found a certain consolation in the healthystate of his firms balance sheet.
The staff still spoke of dedication to excellence and
insisted that the day when Design Inc. again became anacademy was close at hand
. The visitor sensed a certain hollowness in their bluffstatements
-
8/8/2019 Design Inc.
12/21
12
Overview of Case study
The layout position was never re-advertised
and no new candidates were ever
interviewed
Most of the original staff are still with the
firm, however, which turns a respectable
profit each year
-
8/8/2019 Design Inc.
13/21
13
Excellence of Culture
Mission And Vision:
The foundation for creating
your culture of organizational excellence isusually to formulate statements reflecting the
mission, vision, and values of the organization.
I know of an Organization where not even a single
employee was aware of their Mission and Vision How do you expect excellence in such
organization.
-
8/8/2019 Design Inc.
14/21
14
Excellence of Culture
Hire the best fit:
The lesson is that an
organization that is excellent has excellent
employees who understand and support the
organizations priorities.
-
8/8/2019 Design Inc.
15/21
15
Excellence of Culture
Socialization:
Socialization occurs in
families as children are born and raised; and
it occurs in organizations as new members
are inducted, mentored, oriented, and in all
other ways formal and informal made partof the team.
-
8/8/2019 Design Inc.
16/21
16
Excellence of Culture
Leaders must walk the talk:
To create an
excellent organization, the leaders must be
excellent themselves: They must not only
believe in but show in their actions a
passion for the organizations mission andits vision and values.
-
8/8/2019 Design Inc.
17/21
17
Excellence of Culture
ValuesMakes strong culture:
A strong set
of unshakable values must drive the culture
since when the culture changes, the
employees have these values to fall back to
in times of crisis.
-
8/8/2019 Design Inc.
18/21
18
Problems
The organizational culture created by Klee neglectedcommon ingredients like work life balance.
Sometimes conversations became quite acrimonious, and
some long-standing friendships actually suffered. Working hours were undefined and employees were
stressed.
Klee and his team wanted to hire such a person who hasperfection in his work from the first day he start.
He started his Art studio as an academy but not a business.
Firm were developing an onion layered culture like innercircle and so onwhere they cannot accept a new entry
-
8/8/2019 Design Inc.
19/21
19
Suggestions
He may want to a decision maker in recruiting.
Klee has to give incentives and bonuses to the employees
There should be defined working hours and should pay
extra for over time. The environment of studio should be better for both
employees and customers.
One should understand that when they came to Klee theywere in pursuit of excellence and not excellent, so they
should pick up a resource which is also under pursuit ofexcellencewhich Klee did when he was recruiting all ofthem
He has a commercial art studio so it need to carry on as abusiness not an academy.
-
8/8/2019 Design Inc.
20/21
20
Conclusion
Klee should understand that though he is an
authority on Commercial Artistry. No doubt
perfection in the work is most important butone should understand that employees have
their own lives too. For he has a need to alter
the approach time and again based on the
companys direction and momentum.
-
8/8/2019 Design Inc.
21/21
21
Thank you