Consulting designers and engineers often find themselves working for companies that serve niche markets. Many of these companies need to be what I call “all-in” in order to survive, much less thrive.
In many ways, this post is an extension of my It’s (not) the product post, which explored some aspects of product success that aren’t conventionally thought of as design-related. As was the case in that post, what follows here is based on my experience as a designer and engineer, not necessarily as a business person.
Niche markets in which there’s competition are difficult to be successful in. It requires a level of focus, participation, dedication, and understanding that more mundane markets don’t need. As a result, enterprises attempting to operate in these kinds of niches usually need to be “all-in”.
“All-in” enterprises are typically small, like the niche they serve. They can be established, in which case their success is almost certainly attributable to being all-in, they can be startups, in which case they may have yet to learn that being all-in is a requirement, and they can be anything in between.
Being “all-in” means everyone in the enterprise, from the owner(s) on down, is dedicated both to the enterprise itself and to the niche the enterprise serves. Does a company want to make widgets for electric bicycles but the owner isn’t an avid electric bicyclist? Chances are good the products will fail and the company not long behind it. Does a company make eco-friendly knitting yarn but only the owner cares about the environment? It’s almost certain that the business as a whole won’t be able to relate to its market and will not last.
Being established doesn’t get you off the hook. The need to connect deeply and enthusiastically with your market will persist, no matter how long you’ve been at it. Is control of the company passing from a parent who is an avid niche enthusiast to a child who isn’t? Do you want to hire people who don’t have a strong interest in the niche to save money or, worse, your friends? Neither is likely to end well.
A natural question is whether the need to be “all-in” also to extends to the consulting designer or engineer. The answer has at least three facets.
First, there’s the matter of perspective. If the design work being requested requires seriously new ideas and if the designer isn’t averse to doing a lot of hard research, things can work. However, if the work is intended to be a continuation or refinement of what the enterprise already does and you’re not deeply invested in their niche, your best professional practices will only take you so far.
Second, focus. Are they requesting from you only a very specialized and focused service? In other words, the kind of stuff that looks like contract work. This can work, but you want to make sure that what they are asking for will ultimately serve their interests.
Third, transience. A consulting designer’s role in an enterprise is often transient. There could be a number of reasons the enterprise doesn’t have someone on staff that can do the work, and it’s important for you to know why they’ve come to you. If they want you to do the work because you’re an outsider (see above), it can be a good fit. On the other hand, if they’re offering you the work because they can’t afford to hire someone on a permanent basis, then tread with caution. It can still work if you are not in some way already invested in the niche they serve — because your contribution to the enterprise’s culture isn’t ongoing. But it makes things much harder. You’ll have to seriously ask yourself whether you are the right person for the job.
What about being on staff? I’m having a hard time coming up with any scenario where not being all-in works out well. If you aren’t independently invested in the niche the company serves, it’s almost certain you won’t be able to deliver the kind of work the enterprise requires or contribute to the enthusiasm the enterprise needs.
Not all small enterprises are niche-oriented and not all niche enterprises need to be all-in. But as a designer or engineer, you’ll be doing yourself a favor by knowing whether the enterprise you’re working for is — or needs to be.