Design Coaching
Creating a modular design enablement framework
The Situation
It started with a simple observation: something wasn’t working.
Researchers overloaded visuals with information, while designers recreated reference imagery instead of evolving it. The result was work that stayed on-brand but lacked intention, clarity, and impact. Teams weren't aligned on what should be visualized or why.
To bridge this gap, the art direction team became heavily involved in both content and execution, providing prescriptive guidance on ideas, messaging, and design decisions during reviews. While effective, this approach wasn't scalable.
The challenge wasn't due to lack of talent but lack of structure.
1. Low creative confidence → repetitive, safe visual directions
2. Weak content connection → ideas not meaningfully tied to subject matter
3. Execution inconsistencies → flawed narrative flow, poor use of design principles, decorative design
Resulting in slower workflows, multiple revision cycles requiring prescriptive direction, inconsistent output quality and stakeholder friction.
The Insight
The underlying problem was a gap in understanding. Researchers often relied on compelling references without knowing how to translate ideas into effective visuals. Designers, meanwhile, struggled with complex B2B subject matter and defaulted to reproducing researcher-led concepts to avoid misrepresenting meaning.
Without a strong grasp of the content, designers couldn't ask the right questions, interpret answers, or make informed creative decisions.
The goal became clear: enable better questioning, stronger critical thinking, and more defensible design choices.
The Solution
Designers were either jumping to the first idea or getting stuck exploring too many, so the design process was broken into two teachable modes of thinking:
1. Divergent Thinking: Generating multiple possibilities
2. Convergent Thinking: Evaluating and selecting the strongest direction
During the execution process, designers were often focused on aesthetics alone, so design decisions were reframed through core design and Gartner's visual guiding principles:
1. Meaning-making → using visuals to reinforce key ideas
2. Narrative thinking → ensuring each element supports the story
3. Systems thinking → aligning decisions with broader brand and content goals
What began as coaching for a single designer evolved into a structured framework, and eventually a modular playbook that scaled across teams through examples and real-world applications.
Project
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Project
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Project
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Project
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The Scaling
To ensure the framework could grow from a one time initiative to a scalable team capability system, it was delivered through a blended model:
1. Workshops
Structured sessions focused on ideation, critical thinking, and decision-making using real project scenarios.
2. Resource Library
A toolkit of methods, frameworks, examples, and facilitation guides that enabled independent delivery.
3. Live Project Coaching
Real-time brainstorming, critique, and art direction embedded directly into existing workflows.
The programme was designed for repeatability:
1. Modular learning paths tailored to individual needs
2. Manager-led identification of skill gaps
3. Multiple coaches trained different designers using the same framework
4. Independent rollout enabled through documentation and resources
The Impact
The framework shifted design support from reactive art direction to a scalable capability-building system instigating behavioural change, better creative and operational outcomes.
1. Increased designer confidence and self-sufficiency
2. Broader creative exploration and stronger concept development
3. Improved alignment between content and visual execution
4. Reduced revision cycles and execution errors
5. More consistent design quality and team collaboration