A lesson from Bob Vogele about thinking like a strategist.
“By profession, I am a designer, and I am proud to be called that. But I do feel the need to continually attempt to expand what others think a designer is.”
In the early 1990s, soon after I joined VSA Partners in Chicago, founder Bob Vogele dropped a large box of his papers on my desk.
It was background material for an exhibition of his career at the University of Illinois I-Space gallery. He was a distinguished alumnus; I was a recent graduate and an eager-to-learn new designer at his firm.
Bob wanted me to immerse myself in his history and approach to design thinking, so I could help design the exhibition.
That box contained 40 years of his professional life.
Speeches and articles—from AIGA, STA, ACD, and Icograda conferences—put design in the context of industry.
Other papers revealed lessons and personal reflections Bob had gained from influential designers and industry leaders like:
I even found clear explanations and design management workshop materials on how to run a design firm—from strategy to details, like client billing.
How much do you need to bill to support a young designer? An experienced hire?
Bob’s answer: 3.5 times more billing than salary for young designers, and 2 times more for experienced hires.
It was a treasure trove of insights.
Recently, I revisited those papers and found that Bob’s point in a 1974 speech still applies:
“By profession, I am a designer, and I am proud to be called that. But I do feel the need to continually attempt to expand what others think a designer is.”
Today, technology and AI have lowered the barriers to entry into the design industry. Anyone—even those without visual or design skills—can learn software.
But a designer’s true value isn’t in foundational or technical skills.
The real treasure lies in strategic thinking—bridging business goals with customer needs, wants, and experiences.
Many businesses struggle here.
As designers, we must combine our visual talent with creative thinking, effective processes, and insightful strategies to go beyond aesthetics.
Bob embraced this idea and put it into practice.
In 1969, IBM hired Bob’s firm, RVI, to develop the marketing plan for their struggling One IBM Plaza building.
In addition, Bob presented a business plan with a risky suggestion: IBM should cover design and furnishing costs for tenants.
The suggestion paid off tenfold, cementing a long-lasting partnership between RVI and IBM.
Bob ended his 1974 speech by emphasizing self-reflection for designers. His idea was this:
If visual design is your passion, excel in it.
But if you want to solve complex problems, change minds, and make a lasting difference, become a design strategist who influences business drivers.
Relevant advice then. Invaluable advice now.
SOURCE: Originally published in Creative For Creatives on Substack.