Design is a discipline.

Managing a design system takes discipline.

The role of design is often misunderstood. That’s a challenge for those maintaining brands or managing distributed communications teams. How do you keep things both consistent and engaging? Creatives inherently crave being creative. Non-designers don’t always know where to start. 

That’s where the Pareto Principle comes in. Or at least an adapted version. The Pareto Principle better known as the 80/20 rule has been applied to everything from economics to computer science. In short, the principle suggests that in most situations 80% of value comes from 20% of effort. 

An adjusted version of this principle can focus your design efforts. 80% of a design task is typically repeatable while 20% is distinct to the deliverable. Of course, this is applying fuzzy math to a sliding scale, but let’s take a look at how this principle can help establish an effective design practice across departments, and skill levels. 

Repeat what’s repeatable.

First and foremost, define your design system. What are the repeatable elements?

At least 80% of your in-house design needs are likely derived from re-mixed repeatable elements. When used consistently these repeatable elements build credibility. When used haphazardly communications materials get called into question.

• Defining your design system starts with the basics. What is your logo? Color palette? Typography? A style guide that lays these out along with guidelines for their uses and misuses will establish your baseline.

• Next, make your style guide and associated assets readily accessible to your full team. This includes your logo in its various formats, official fonts, and any other assets. Does your organization have a photo archive for staff to pull from?

• If you’re like most organizations, you probably rely on a mix of fact sheets, reports, social media graphics, and event materials. Create easy-to-use document templates for each and every artifact your team produces. The simpler the template, the more likely it will be adopted.

By repeating what’s repeatable, these tools will empower even the least proficient team members to efficiently and consistently complete design tasks.

Focus on what’s unique.

Ask any designer. Consistency gets boring. Where’s the opportunity to stretch? Truth be told, not every design task is a stretch opportunity. But there’s always that 20%. The actual content of a deliverable should drive your design decisions. Once that’s established, how can the content be enhanced within your defined design system?

• Well-chosen photography will always have a greater impact than off-brand colors or fonts.

• Illustration within an established style can go a long way toward communicating an abstract concept or filling in when photography simply isn’t available.

• Content arrangement and hierarchy are certain to vary based on the actual content and format.

Ultimately, 20% or so of a design task should be dedicated to making the deliverable distinct within your established design system. If that’s not enough room for a new design challenge, then it might be time to expand your system.

Reward good behavior.

Even with the most rigid design system and clearest templates, there are certain to be unexpected results. Some good. Some not so good. Find and celebrate the shining examples. You’ll be providing well-deserved recognition while also modeling what’s on-brand.

Design is both the ability to develop a design system and the wherewithal to adhere to its constraints. Set your team up for success by considering both and being clear on the expectations from deliverable to deliverable.