A Classic Conundrum

I originally wrote this blog back in 2012, but it's still relevant for designers & design managers who live in the world of a design classic. Enjoy.

As a rule, designers are highly focused on creating “new”. They’re taught in design school foundation studies, to the most advanced course work, that design must be new and original. You get extra points for that. They project an attitude of being forever disgruntled with the status quo and how things are today. Every aspect must be reconsidered, reinvented, remodeled, and ultimately redesigned. Design pioneer Raymond Lowey wrote a book on the subject in his 1951 classic aptly titled Never Leave Well Enough Alone. Over 50 years later, designers are still challenging everything old with something new. Who can ever forget the famous Lowey before and after comparison photos of the Gestetner duplicating machine? Planned obsolescence as a strategy became part of the fabric of corporate America. I confess, I’m as guilty as any designer when it comes to looking for a new idea or solution to a problem. Creating “new”, however, is not the only problem that faces a designer. How does the inherent quest for a new and innovative idea play when you are charged with leading the design of an established design classic? Perhaps even more perplexing, what if you helped create it?

Design classics are not instantly created; this highest level of design notoriety is earned over time. A design classic must demonstrate lasting appeal and cultural or historical significance. Often it sets the standard by which others are judged. Creating a design classic requires the original to be highly special in design, and the management discipline to retain the essence for a significant length of time. Managing and developing such an asset is in many ways more complex and demanding than creating something new. Once established, the designer’s job is to ensure the lights don’t go out on the cumulative value of a classic. To add to the complexity of this design leadership problem, there are several orders of classics and each require unique management approaches.

True Classics

?True classics never change, or at least that is what they want you to believe. Change is only made when there are absolutely no other alternatives for solving a safety, manufacturing, materials science or some other significant issue. Changes should never be based on some new fangled design trend or at the whim of an ill informed marketing manager. Change is forced on the situation from outside sources. I can assure you that the iconic Charles Eames Aluminum Group chairs didn’t move to a 5 star base for aesthetic reasons. I’ve experienced the pitfall of the original base design first hand. Herman Miller handled the change well and the sales never missed a beat. Other products that fit into this class are things like Ray Ban aviators, Levi’s 501 jeans, a Noguchi coffee table, or even the alluring Chemex coffee maker. The design must appear as close as possible to the original, or it’s a failure.

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Evolving classics are required to change on a fairly frequent basis. These changes are driven by evolving legislation, changing consumer requirements or rapidly advancing technology. My favorite example that fits these criteria is the Jeep. You can’t buy an exact replica of the original, but you can certainly own its descendant. The designer’s job is to ensure that there is a clear and unmistakable lineage to the original. Essentially, make people believe that the latest Jeep is a credible offspring of the one that liberated Europe in WWII. Changing laws about windshield inclination, wheel track modifications to ensure stability and other requirements all fight with this goal. Even changes to the power plant to satisfy emission standards, the addition of air conditioning, air bags, and modern stereo equipment have changed the Jeep. Some would say for the better. This is very similar to the world in which I live with the design of ThinkPad. Each new generation is linked to the original launched nearly 20 years ago. This design approach is nearly unheard of in the rapidly changing computer industry.

Reborn Classics

Probably the most unique and challenging category is the reintroduction of a retired design classic. The automobile industry of late has clearly led this category with such notable reintroductions as the Thunderbird, Mustang, Camaro, Challenger, Mini Cooper, and of course the Volkswagen beetle. Designers rise to the challenge and typically begin to psychoanalyze the original for sources of design inspiration. Unfortunately, whatever the designer creates, their work will forever be directly compared to the original. Critics will dwell on every detail and lament the manufacturer’s inability to deliver on their memory of the original. End results vary in the world of reintroductions. The Thunderbird was not so successful; in fact it was discontinued ahead of schedule. Perhaps some of that could be attributed to the somewhat quirky design of the original. My favorite reintroduction is the Dodge Challenger. I think it captures the spirit of the original and in fact, some aspects of the design may actually look better! Sure, you can criticize details such as the somewhat busy dashboard design, or the inability to rattle the windows like the original, but it does have the same spirit. All of these design classic reintroductions beg the question; can you ever really go back home again? Maybe the Beatles had the best strategy. By never truly getting back together and introducing a new album, there will never be a comparison to what the world remembers and still loves.

Here are some top considerations for managing the design of a classic:

-Develop a clear and deep understanding of the core elements that define your classic.

-Merchandise internally and externally what those core elements are. Celebrate them as an offense.

-Be prepared to rigorously defend your design classic to those who just don’t get it.

-Avoid your own temptation to randomly mess with the secret sauce, plenty of others will try.

-If you must make a change, ensure it’s true to the design essence and is viewed positively.

-Approach all design reintroduction proposals with an interested, but wary eye.

Managing or creating a design classic is a challenging but rewarding task. It requires keen understanding of many aspects related to the design assets you own and unique skills for cultivating, retaining and managing them. On the surface, managing design classics may seem to fly in the face of what some would call design innovation, but that’s alright. It’s every bit as challenging and important. After all, what would the world be like without them?

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David Hill