| 01 |
Publications
are dynamic, organic things and are adapting constantly. As
with any moving target, recognize this and work to define the
objectives clearly. |
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| 02 |
Realize
the new sophistication level of your readers. They are bombarded
with media messages daily. Let the customer be the focus and
drive the creative process. But aim high, and don’t underestimate
their yearn for—and grasp of—good content. |
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| 03 |
Work
to manage the in-house ownership and emotional issues with the
staff, especially if the project is outsourced. Any suggestions
or comments should be measured to see whether they offer real,
tangible, strategic value. |
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| 04 |
Let
a proper balance of editorial, business, and design needs and
goals direct the process. Keep reassessing the success of the
project by these parameters as the redesign proceeds. |
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| 05 |
Create
a proper balance of emphasis between editorial and design, as
it is required by your audience. In the same way that publications
must have an editorial “point of view” and distinct
voice, they must also have a graphic “point of view”
or identity. |
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| 06 |
Work
to establish an open forum at the very outset of the project.
There are no wrong answers and nothing is sacred. Every aspect
of the publication should be evaluated as part of any comprehensive
redesign, to see whether there is room for improvement. |
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| 07 |
Consider
not only what looks good and feels right and what the reader
would like, but also the internal capabilities of getting the
final solution produced effectively in a typical manufacturing
cycle. |
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| 08 |
Try
to keep the critical presentation meetings limited to only a
few key decision makers and be true to the scope as the project
was defined. Too many players in the approval process can only
dilute the process. While buy-in must be achieved with the staff,
manage this process strategically and prudently. |
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| 09 |
Assign
a gatekeeper to manage the process, someone impartial, fair
and who is respected by all constituencies of the project. |
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| 10 |
Resist
an inclination to hire the existing staff to implement the redesign.
This may make sense in some rare situations, but generally there
is tremendous value in retaining the proper outside vendor—if
not for a fresh perspective, then for the sake of giving it
the time and attention it deserves. |
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| 11 |
Confer
with an experienced research consultant to obtain the right
plan for customer feedback either in the beginning or near the
end of the project. The type of media property and audience
being addressed will direct the type of research required. |
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| 12 |
Clearly
define your expectations about the end-deliverable from the
very beginning. Give due diligence to the initial review process
to consider all factors related to personality, culture and
fit for each designer or firm under consideration, not simply
the capabilities of the outsourced team. |
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| 13 |
Make
key staffing decisions, especially for art direction, by collaborating
with the firm in charge of the redesign during or after it is
completed. The recruiting process can be integrated with the
brand and identity of the publication to make a seamless transition. |
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| 14 |
Once
the redesign is complete, make a total commitment. Some refinement
may be required during the course of the first issue, but a
“dry run” or test should minimize or eliminate glitches.
Don’t allow the implementation to drift away from the templates
or original plan. |
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