We’re excited to announce that our flagship program just got a full upgrade for 2019: Web Development Immersive (WDI) is now Software Engineering Immersive.
Keeping our programs tightly linked to market demand is at the core of General Assembly’s mission. It’s part of our commitment to ensuring our graduates can secure great jobs and build meaningful careers using their new skills.
To keep ahead of rapidly changing industry needs, we do our research, working closely with employers, practitioners, and students to make impactful updates that help grads launch new careers. We dive into questions including:
What roles are employers looking to hire?
What types of jobs do our graduates get, and with what titles?
What are broader trends across the industry?
And, most importantly, how can we synthesize all of this to ensure our students have the most relevant, in-demand skills they need to succeed?
Since 2012, more than 8000 adults have taken WDI — a rigorous full-time, three-month program with dedicated job support. More recently, we’ve invested in expanding our offering in a few significant ways, leading us to shift our emphasis to software engineering.
We added a deep computer science focus.
In the simplest terms, we’re arming our students with the theory behind how computers and applications work. We’ve added 30 hours of in-class and online instruction in computer science concepts. This new content equips students with the ability to describe the “why” behind what they’re doing as they create algorithms, data structures, and design patterns — skills already fundamental to the learning experience in WDI. The ability to understand and demonstrate the “why” is critical for succeeding in technical interviews, and our hands-on approach gets them ready through mock interview questions and challenges.
Spotlight on high-demand languages and frameworks.
Free foundational prep course.
We know our courses are tough; it’s what makes them so effective at landing people jobs. However, we also believe that, with the right preparation, dedication, and support, anyone can make it. To help ensure that students are ready to hit the ground running on day one of class, we’re offering totally free training that covers the foundational elements of software engineering.
$0 upfront tuition options.
We want students to be able to focus on what really matters: their education. To create more pathways into our classrooms, we’ve launched payment opportunities like our Catalyst program. This income share agreement empowers students to take our courses at no upfront cost and only begin paying back their tuition once they have secured a job. Learn more about our flexible financing options here.
Real-world development workflows.
To ensure our grads enter the workplace ready to perform, we now go beyond full-stack training by replicating real-world engineering scenarios. Our enhanced emphasis on version control, writing specifications, the product development life cycle, design patterns, code refactoring, unit tests, and managing dependencies rounds out the essential competencies for today’s software engineers.
What Hasn’t Changed
Our proven approach to developing industry-relevant curriculum remains the same: we partner with top employers and practitioners in the field to ensure our offerings are tailored to meet today’s needs. And, as with all Immersive course participants, SEI students receive dedicated support from expert career coaches from their first day of class to their first day on the job. Diving deep into personal brand building, technical interview prep, exclusive networking events, portfolio development, job search roadmaps, and more, we’re there at every step of the job hunt with guidance to keep grads motivated and accountable.
Read all about SEI, its new components, and frequently asked questions about the program here. If you have any questions, feel free to get in touch with us at email@example.com.
In our rapidly changing world, one of the biggest challenges to continued economic growth is the skills gap, which is the difference between the skills employers are looking for, and the skills available among job-seekers. For individuals, the skills gap limits upward mobility and wage growth. For companies, it limits the ability to hire the teams needed to pursue commercial opportunities.
So what’s stopping the skills gap from being quickly solved? A core obstacle is that individuals don’t know what skills to learn given the lack of clear and consistent guidelines from employers and industries as a whole. When organizations are unsure about the skills they need, they often rely on pedigree (e.g., university degrees) or experience (e.g., previous job titles) in place of specifically stated competencies that drive new, digital functions.
This construct perpetuates the skills gap on both sides of the market. Employers constrain their own talent pipelines, as they only consider a fraction of candidates with skills that match their hiring needs. On the other hand, job-seekers underinvest in new skills, as they lack clear guidance on what qualifications are required to access new roles.
The skills gap continues to grow as more automation in the workplace intensifies the need for new skills across teams. A 2017 McKinsey Global Institute report cites that “in about 60 percent of occupations, at least one-third of the constituent activities could be automated.” To stay employable, individuals need to embrace a mindset of lifelong learning that enables them to upgrade their skills, and move into roles that support and complement new technologies.
These new patterns of learning need to be coupled with additional entry points to careers and objective skill requirements that facilitate workforce mobility. Similarly, the McKinsey report predicts that “8 to 9 percent of 2030 labor demand will be in new types of occupations that have not existed before.” Thus, we must ensure workers possess not only the tactical skills but also have mobility mechanisms in place to transition into these new jobs.
For mobility to scale, job-seekers need employers in a given field to align on a set of requirements that once met, provide access to employment opportunities. One example of this alignment has emerged from General Assembly’s Marketing Standards Board, a group of leaders across the consumer, technology, media, and academic sectors who are defining career paths and critical skills in marketing.
For the past year, the group has worked to provide transparency into the marketing profession. The Board started by creating a three-level framework that defines career paths in marketing. In tandem with these efforts, the board launched the Certified Marketer Level 1 (CM1) assessment, which aligns with the foundational level of the framework. The CM1 is recognized as a standard by a growing number of companies who use it to benchmark the skill levels of their teams. Benchmarking has also proven useful for employers who wish to define and diagnose critical skills across their organizations.
The CM1 is also being used as a standard in the hiring process. General Assembly brought together a group of over 30 companies, including Calvin Klein, L’Oreal, Pinterest, Priceline, and others to recognize the skills tested on the CM1 as a common set of requirements used in recruiting. Each company in this group agreed to interview high scorers on the assessment regardless of candidates’ background. This system of skills-based selection provides new career pathways for individuals who may otherwise be overlooked in a system dependent on pedigree and experience. Among job-seekers, we received tremendous interest in taking the CM1 as an entryway to guaranteed first-round interviews with these companies. Approximately 4000 individuals registered to take the CM1 in just a few weeks, and the top 10% of test-takers qualified for a guaranteed interview.
We were delighted but not surprised to see that top scorers came from diverse backgrounds — from college seniors entering the workforce, to career-switchers looking to get their foot in the door, to experienced marketers looking for a new challenge. Likewise, our previous research in The State of Skills: Digital Marketing 2018 report revealed that strong digital marketing talent can be found outside the marketing function, and from fields such as sales and technology. Moreover, this group of top scorers confirmed that experience doesn’t necessarily predict skills. Rather, giving all registrants the chance to demonstrate their skills using a clear set of skill requirements on the CM1 assessment can create access to new job opportunities.
As a result, our employer partners were able to expand the top of their recruiting funnels, and attract more qualified candidates. These employers are helping to address the skills gap in the industry by using a skills-based approach that increases the overall supply of qualified candidates considered for marketing jobs.
General Assembly’s mission has always been to provide transparent pathways to transformational careers. We’re thankful to the Marketing Standards Board and to the companies that have partnered with us to make strides in this direction. Together, we’re working to increase the transparency and openness of the workforce, broaden talent pools, and create more entry points for aspiring marketers around the world.
GA’s Credentials team’s mission is to help people get recognized by employers for what they can do, no matter where they come from. To learn more and get involved, get in touch with us at firstname.lastname@example.org. To learn more about the Marketing Standards Board and the CM1 assessment, visit https://generalassemb.ly/marketing-standards-board.
Your words can be a powerful ally or your worst enemy. It all depends on how you use them. So, how often do you think deeply about what you are going to say before you say it?
Product managers, in particular, cannot afford to be careless in their speech.
After all, good product management demands leadership and requires frequent conversations with other teams as well as different external stakeholders. These are not casual conversations; instead, they have some urgency and gravity. The success or failure of the product may depend on how well the product manager communicates with others.
But mastering the art of effective communication is not easy. If you are not careful, your words can undermine your effectiveness and authority.
That is why PMs must root out responses that convey a negative attitude and shut down communication, hindering their progress as a team.
Content marketing encompasses the creation and distribution of content that aims to help a specific target customer progress through their journey toward a business conversion.
For your brand’s content to be noteworthy, it has to provide value to the user. The Content Honeycomb is General Assembly’s framework — modeled after information architecture pioneer Peter Morville’s widely used User Experience Honeycomb — for helping you generate, evaluate, and push content marketing strategies that make your brand stand out. It’s one of many valuable tools you can use to plan, organize, and optimize your marketing efforts.
The Content Honeycomb posits that high-value content possesses certain key characteristics. Some (or all) of it should be participatory, entertaining, helpful, educational, meaningful, and/or unique.
If you look at any content success story, it probably ticks the box for at least two or three of these characteristics. You should aim to do the same.
The Content Honeycomb is a great tool for evaluating content, whether it’s created in-house or by an outside agency. As you review each piece of content, ask which boxes it ticks off. If it’s helpful, can you also make it entertaining? If it’s educational, can it also be participatory? In this regard, the framework is extremely valuable in helping to articulate what’s missing from any given content campaign.
Digital Marketing Campaign Essentials Boost your skills and launch campaigns that drive real impact with this exclusive guide.
Marketers with a deep understanding of content strategy are more in tune with how their customers feel, what they say, and what they hear. They listen and tailor their efforts according to what their audience really wants — and these efforts translate into results.
What makes for a strong content strategy? Specific characteristics, like “participatory” and “meaningful,” lie at the core of the Content Honeycomb, and crafting material that embodies those terms requires thoughtfulness and detail. Let’s break down each Honeycomb component and explore how you can begin putting it to work.
Meaningful content connects with an audience on a deeper emotional, intellectual, or philosophical level. This content isn’t just about being warm and fuzzy — it’s a business differentiator.
To create meaningful content:
Start conversations on social media about resonant topics.
Conduct interviews with thought leaders that reveal insights that can improve readers’ lives.
Showcase social impact stories that highlight your brand’s commitment to bettering communities and advancing worthy causes.
Share stories of people who have been positively impacted by your brand.
I can publish a post on my food review app’s blog that highlights how local restaurants partner with community gardens to incorporate fresh, organic ingredients into their menus.
Each day, customers search the internet to learn about their interests. They want to go behind the scenes, find out what’s new, and get inspired. Educational content informs an audience about topics that are relevant to a company’s goods, services, or values.
To create educational content:
Craft tutorials and how-tos on skills related to your product.
Publish slide decks, white papers, or blog posts with helpful information on current trends.
Conduct webinars or live “ask me anything” (AMA) broadcasts to share insights from your business’s thought leaders.
Condense useful facts into shareable infographics.
I will partner with a chef to produce a cooking tutorial video and host it on my app.
Helpful content is just that — it makes things easier for customers, whether it’s a tax calculator and guide to use throughout the season, or simply an FAQ series related to a product.
To create helpful content:
Build apps and tools that solve problems for your customers.
Share resources and toolkits that assist people in using your product or service to its full potential.
Publish white papers that provide insight into your readers’ lives and provide actionable advice.
Address common questions with FAQs.
I will create a “traveling foodie’s dictionary” that translates common terms found on regional menus.
Participatory content aims to make customers part of a brand story. It inspires people to act, whether they’re engaging in a webinar’s open-chat forum or contributing to a community LinkedIn Group.
To create participatory content:
Leverage tools like live video to host a forum in which customers can interact with or add to the content as you’re creating it. Create live, offline experiences that customers can take part in.
Run contests and competitions that invite users to create and share original content.
Use quizzes and polls to invite people to find out more about themselves — and your brand.
We’ll run a virtual “scavenger hunt” in which users can “find” ingredients at restaurants they review in exchange for points that can be redeemed for dining discounts.
There’s an old adage that suggests people remember how you make them feel more than they remember what you say or do. This also applies in the world of marketing and is the best way to approach creating entertaining content. Marketers can humanize their brands through content that resonates with strong emotions to develop deeper connections with their audiences.
To create entertaining content:
Share entertaining photos, videos, or even animated GIFs that connect your brand personality, key messaging, and target audience.
When it works, consider bringing humor into the equation.
Engage in brand storytelling, experimenting across media formats — videos, slideshares, podcasts, articles, etc.
Leverage influencers to create and share original branded content.
I will tweet out trending GIFs that pair well with quotes from user reviews.
Today’s consumers are met with a constant deluge of new content, from their email inboxes to their social media feeds. Your content not only needs to be fresh and different — it also has to stand out. Effective campaigns are often based on a deep understanding of a specific customer and what matters to them. They break through the clutter of dull “brand speak” and talk to customers in a way that’s relatable — and unique.
To create unique content:
Look for content your customers are already generating that’s related to your brand, and play off of it.
Offer experiences — either online or in person — that cannot be had anywhere else.
Start with the problem your product solves. Reference the work of other leaders in the field or create content in partnership with them to provide original, cross-industry perspectives on your customer’s core needs.
I will compile and share neighborhood-specific restaurant guides by aggregating reviews that users have written on my app.
A strong content strategy should extend consistently across all marketing functions, as every platform and channel is an opportunity to galvanize your audiences and introduce them to your brand. To use content to its full potential across paid, owned, and earned media, engage in ongoing, cross-team brainstorming and keep the Content Honeycomb in mind. By following this framework, your content will make strides in driving profit and elevating the profile of your brand.
More Tools to Hone Your Marketing Tactics
The Content Honeycomb is just one of many tools you can use to organize goals, prioritize approaches, create effective campaigns, determine which data to focus on, and more. In our free, exclusive paper, Campaign Essentials, dive into three more valuable frameworks commonly used in General Assembly’s digital marketing programs. Each framework serves a different purpose in focusing, planning, executing, and optimizing your marketing campaigns.
If you’ve ever watched Mad Men, the acclaimed TV drama about the 1960s heyday of Madison Avenue ad agencies, you have an inkling of how marketing worked before digital media and the internet.
Back then, businesses:
Identified their target markets and customer value propositions.
Crafted creative messages to inspire the audience to try their products.
Launched a campaign on TV, on radio, and in print, and…
Waited weeks or even months to find out whether or not it worked.
This approach reached potential customers at the top of the marketing funnel, at what’s known as the awareness stage. It was challenging for traditional marketers to target certain demographics and strategically serve different ads to specific audiences.
Today, however, marketers can reach people much further along in the funnel. Digital platforms like Google Analytics, Facebook, and SailThru provide detailed insight into consumer behavior at pivotal points such as the consideration and conversion stages, when people are ready to take action. There are also countless content formats that marketers can leverage across these platforms to influence behavior. The vast range of opportunities to reach and galvanize audiences makes for more effective marketing campaigns — but also more complexity for the people who plan them.
That’s where frameworks come in — tools that help marketers organize goals, prioritize approaches, create marketing plans, and more. Here we’ll tackle the Objective-First Framework, which will help you set laser-focused goals for any campaign. (For more frameworks to plan, optimize, and measure your marketing efforts, download our free guide, Campaign Essentials.)
To take advantage of all the tools and data available, marketers must be crystal clear on what they and their business are trying to accomplish, and why. Launching media plans across channels without truly understanding key objectives can lead to lackluster results that compromise the brand — and the bottom line.
Set yourself, your team, and your business up for success by establishing explicit marketing objectives and a well-defined path for achieving them.
The Objective-First Framework offers a streamlined approach to setting goals, drawing conclusions, and analyzing channels. It takes a lot of ambiguity out of crafting objectives and aligns stakeholders on what defines success. This powerful tool helps you:
Structure marketing efforts.
Share plans and results.
Use marketing resources wisely.
Discern what data is and isn’t important.
Establish a common goal and ensure that all stakeholders are aligned.
The Objective-First Framework can be implemented at any level of your marketing organization — individuals can use it to keep their own goals on track, and teams can use it to pursue big-picture targets. The framework helps you outline goals and hypothesize, execute, and measure results, which means a quicker path to success.
How to Build a Strong, SMART Marketing Objective
As the name of this framework implies, choosing your objective is the most essential step in planning a marketing strategy and campaigns across any channel. A strong marketing objective will answer two critical questions:
What perception or behavior do you want to change in your customers?
What will changing this perception or behavior do for your business?
To set up an objective, first consider the following questions:
What do I or my team specifically want to achieve?
Why is this goal important to achieve?
By when do I need to achieve this goal?
What defines success?
Once you answer these questions, you can determine whether or not your objective is SMART: specific, measurable, attainable, realistic, and time-bound. Just like the acronym suggests, a SMART objective is well thought out and crafted with consideration. It keeps you focused on the path to reaching your goal and helps you avoid logistical or strategic pitfalls.
Here’s a breakdown of the qualities that define SMART objectives.
A good objective should be as specific as possible; this will help you to measure your progress toward reaching it. If your objective can be interpreted in several different ways, it may not be specific enough.
Let’s say you wanted to recruit users for a food review app. Your objective might be, “Attract 200 new users this month.” However, without stating that you want those users to be active contributors to your community, your team might offer a one-time sign-up reward. This may get 200 new users, but they will likely be bargain-hunters who won’t contribute to the community… or return to the app. Make this objective more specific by defining the behaviors users need to take in the app before they can be counted toward your goal.
Could stakeholders disagree on whether or not your objective was achieved? If so, it’s not sufficiently measurable. To make success as unambiguous as possible, think of hard numbers or objectives with “yes or no” answers that remove guesswork from analysis. For example, if your objective is, “Attract 200 new users who will write at least two food reviews in their first month using the app,” you’ve defined a clear “yes” or “no” question with a quantifiable, measurable answer.
People across your organization should also be aligned on the tool(s) you’ll use as a source of measurement — for example, the profit and loss report, a client survey, or sales reports. This establishes a shared vocabulary and ensures that everyone is on the same page (literally) when looking at metrics.
Choose an objective that you know can be achieved but is not guaranteed. This will keep you motivated and creative. If your objective is too easily attainable, there’s no challenge in it and it may not impact broader business objectives in a significant way. On the other hand, if your objective is completely unrealistic, you risk wasting resources, frustrating leaders and teammates, and possibly failing the business.
Don’t set objectives that rely heavily on something that’s outside of your influence or lie dramatically beyond benchmark performance. If your plan requires technologies you don’t have (or don’t exist!), exceeds your budget, or leans on talent that isn’t available, your chances of succeeding will be greatly limited.
Set target dates and key milestones to keep things on track. A realistic time frame provides a finish line to look forward to and creates a sense of urgency for accomplishing the goal. Milestones help organize and streamline key steps in a campaign and hold teams and stakeholders accountable for different components of the project.
Applying the Objective-First Framework to Your SMART Objective
Now that you’ve crafted a SMART objective, it’s time to work through the rest of the Objective-First Framework. In this section, we’ll outline each of the framework’s six steps and their role in driving a successful marketing campaign. We’ve identified the main goal of each step and provided a few key questions you can ask to guide your progress.
Set a SMART objective that describes why you are running the campaign and what you hope to accomplish. Key questions to answer include: What customer behavior are you trying to change? What will that do for the business?
My objective is to attract 200 new engaged users to my food review app in the next 12 weeks. Engagement will be defined as a user posting two reviews in their first month using the app. This objective will increase engagement and community involvement on the app, creating a more attractive package for advertisers. This will boost the app’s revenue.
Determine the key performance indicators (KPIs) you’ll use to evaluate the success of your campaign. KPIs are the metrics that you identify as most important for tracking performance against your stated objective. All KPIs are metrics, but not all metrics are KPIs. Consider: What are the top one to three metrics that address, “Did we reach our objective?”?
I’m going to track number of new users, how many reviews each new user posts on the app, and when they post them. My top metrics will be 1) number of new users — defined by creation of new accounts — between April 2 and June 25, and 2) number of reviews posted by users who joined between April 2 and June 25 within first month after app download.
Determine how to reach your target customer by asking yourself: Where does your target customer spend time online? What devices, websites, and apps are they using? What motivates them?
I’m going to launch an Instagram ad campaign targeting users between 24–32 years old who are food enthusiasts and use similar food apps. My target customer spends a lot of time eating at restaurants, posting and looking at food photos on Instagram. They’re motivated by trying the trendiest new dishes around the city and showing off what they ate.
Put your tactics into action in the channels you believe will be most effective for your campaign, based on your research conducted in Step 3. Then, identify the resources and team members you need to execute this campaign.
The Instagram campaign will cost $250. I need the Creative team to choose three images and write copy for the Instagram post, plus create a landing page to compel visitors to download the app. I’ll also need the Partnerships team to create a tracking URL to which potential users will be directed.
Measure and analyze your performance as it occurs. This will help gauge the health of your campaign along the way. A helpful question to ask is: What metrics tell you how you can improve performance?
In the first two weeks of the Instagram campaign, 5,000 people visited the URL and 250 of them downloaded the app. Fifty-five of those people published one review in their first week after downloading the app. The fact that 5,000 people clicked the link from our Instagram page but only 250 of them downloaded the app suggests that the content on the page to which users were directed wasn’t sufficiently compelling. I need to get more people who click on the Instagram ad to actually download the app.
Use your results to inform iterations on the campaign that hopefully boost performance. It’s likely you’ll find variables you can alter in your campaign that may move the needle on your goals.
Because I suspect the issue is the landing page, I could create an alternate version of it with different images and copy, then perform an A/B test to compare download rates between the two pages.
More Strategies to Drive Winning Digital Marketing Campaigns
The Objective-First Framework is just one of many tools to help marketers organize goals, prioritize approaches, create effective campaigns, determine which data to focus on, and more. In our free, exclusive paper, Campaign Essentials, dive into three more valuable frameworks commonly used throughout General Assembly’s digital marketing programs. Each framework serves a different purpose in focusing, planning, executing, and optimizing your marketing campaigns.
During the past few decades, the marketing funnel served as the primary model for how people learn about a product, decide to buy, and (hopefully) become loyal customers, helping spread the word to others.
Today we’re constantly bombarded with information about new apps, hot technologies, and the latest, greatest artificial intelligence system. While these technologies may serve very different purposes in our lives, many of them have one essential thing in common: They rely on data. More specifically, they use databases to capture, store, retrieve, and aggregate data.
This begs the question: How do we actually interact with databases to accomplish all of this? The answer: We use Structured Query Language, or SQL (pronounced “sequel” or “ess-que-el”).
Put simply, SQL is the language of data — it’s a programming language that allows us to efficiently create, alter, request, and aggregate data from databases. It gives us the ability to make connections between different pieces of information, even when we’re dealing with huge data sets.
Modern applications can use SQL to deliver valuable pieces of information that would otherwise be difficult for humans to keep track of independently. In fact, pretty much every app that stores any sort of information uses a database. This ubiquity means that developers use SQL to log, record, alter, and present data within the application, while analysts use SQL to interrogate that same data set in order to find deeper insights.
SQL at Work
A wide variety of roles can benefit from using SQL. Here are just a few:
Sales manager: A sales manager could use SQL to increase sales by comparing the performance of various lead-generation programs and doubling down on those that are working.
Marketing manager: A marketing manager responsible for understanding the efficacy of an ad campaign could use SQL to compare the increase in sales before and after running the ad.
Business manager: A business manager could leverage SQL to streamline processes by comparing the resources used by various departments in order to determine which are operating efficiently.
SQL in Everyday Life: Real-World Examples
We’re constantly interacting with data in our lives, which means that, behind the scenes, SQL is probably helping to deliver that information to us. Here are a few examples:
At its most basic, SQL is about accessing data locked away in databases. Think about the last time you received a report about how your company or team is performing. This probably had some key metrics like sales figures, conversion rates, or profit margins based on data stored in a system like a customer relationship management (CRM) or eCommerce platform.
A developer or analyst, or maybe even you, used SQL in order to access the data needed to produce that report.
Think about the last time you looked up the name of a movie on IMDb, the Internet Movie Database. Perhaps you quickly noticed an actress in the cast list and thought something like, “I didn’t realize she was in that,” then clicked a link to read her bio.
As you were navigating through that site, SQL may have been responsible for returning the information you “requested” each time you clicked a link.
Synthesizing Data to Make Business Decisions
With SQL, you can combine and synthesize data from different sources, then use it to influence business choices.
For example, if you work at a real estate investment firm and are trying to find the next up-and-coming neighborhood, you could use SQL to combine city permit, business, and census data to identify areas that are undergoing a lot of construction, have high populations, and contain a relatively low number of businesses. This might present a great opportunity to purchase property in a soon-to-be thriving neighborhood!
Why You and Your Business Need to Understand Data Science
On a high level, data professionals collect, process, clean up, and verify the integrity of data. They apply engineering, modeling, and statistical skills to build end-to-end machine learning systems that uncover the ability to predict consumer behavior, identify customer segments, and much more. They constantly monitor the performance of those systems and make improvements wherever possible.
Looking at the field as a whole, there’s a wide array of tools available to help data experts perform tasks ranging from gathering their own data to transforming it into something that’s usable for their needs.
These skills have surprising uses beyond data, bringing delight, efficiency, and innovation to countless industries. They empower people to drive businesses forward with a speed and precision previously unknown. Download the paper to learn more.
Boost your business and career with data.
Find out why SQL, Python, and machine learning are the top technologies to know.
Tyler Hartrich, faculty lead for General Assembly’s User Experience Design Immersive course, leads a session at the 2018 99u Conference. Photos by Craig Samoviski.
As design educators, we at General Assembly prepare students for their careers — but how can we ensure designers continue to grow their skills beyond the classroom? Industry-leading work emerges from teams that persistently enrich themselves by fostering new skill sets and perspectives. But between deadlines, client fire drills, and day-to-day trivialities, a focus on growth can often be put on the back burner. In the long-term, this can result in uninspired designers who don’t grow to their full potential, and teams that opt for the easy way out instead of taking on risks, challenges, and explorations that drive innovation.
When Adobe approached General Assembly about leading a session at the 99u Conference — an annual gathering for creative professionals to share ideas and get inspired to help shape the future of the industry — we knew it would be a great opportunity to guide leaders in creating natural spaces for learning within their teams and workflows.
In our sold-out session “Onboard, Engage, Energize: Tactics for Inspiring a Crack Design Team,” Tyler Hartrich, faculty lead of GA’s full-time User Experience Design Immersive course, and Adi Hanash, GA’s former head of Advanced Skills Academies, shared insights on how directors and managers can structure spaces for learning within their teams, and encourage new approaches to problem-solving. The presentation was developed in collaboration with Senior Instructional Designer Eric Newman and me, GA’s director of product design.
At the event, we outlined the following five ways leaders can encourage their teams (and themselves) to keep learning and improving throughout their careers, including an exercise to spur creativity, reflection, and action. Read on to learn more, and find out how you can perform the exercise with your own team.
Since the Great Recession in 2008, startups have become a major force in society. Today’s entrepreneurial culture — with lower financial barriers to launching a business and people’s increasing desire for flexibility, freedom, and purpose in their work — has bred a whole generation of young companies that have quickly scaled and revolutionized a wide range of industries. A number of those companies, like Airbnb and Uber, have achieved explosive growth and evolved into bonafide conglomerates in recent years.
Meanwhile, older organizations looking to remain relevant and thrive are striving to figure out the practices that allow these startups to excel — and how their corporations can adopt them in order to catch up.
GA was founded on the principle of empowering people to pursue the work they love. In the eight years since we opened our first campus, we have had the privilege of working with students, governments, and the world’s largest companies to create opportunities to radically transform careers and economic prospects.
Today I’m excited to announce that we have reached an agreement to be acquired by the Adecco Group. This is a milestone, a reflection of the world waking up to the skills gap we face, and the opportunity to reshape the relationship and connection between education and the world of work. It’s the result of the passion, commitment, and hard work of thousands of individuals. It’s also the output of the incredible focus and determination of our students, our instructors, and the tireless GA team. For all of those reasons, I’m thrilled to get to share the news.
The Adecco Group is a Swiss-based, truly global company operating in 60 countries that offers 360° HR solutions from flexible to permanent employment, career transitions, and talent development services through its network of independent brands. On my first trip to Switzerland to meet CEO Alain Dehaze, I was deeply impressed by the Adecco Group’s commitment to its people, values, and mission, and struck by what a powerful platform it could be for General Assembly’s vision. We were exuberant at the idea of joining forces, and shaping the future of work, talent, and education. The possibilities to expand the scope of what we can do, and the impact we can make, are almost limitless.
Because of the unique structure of the Adecco Group, we were able to craft a structure where General Assembly will run as a fully independent company underneath its large umbrella. We will, however, be able to leverage the knowledge and network of the world’s largest human capital company. Our mission and vision won’t change, but our ability to provide opportunities to our alumni, students, instructors, and clients will massively increase. In all the important ways we will still be GA, only better.
When my co-founders Matt Brimer, Brad Hargreaves, and Adam Pritzker and I started GA, we wanted to build a community focused on “learning by doing” in New York City. Today, that idea has evolved into a global school that helps amazing individuals and Fortune 500 teams. We have 20 campuses on four continents, more than 50,000 full- and part-time alumni, and over 500 team members who work incredibly hard on behalf of our worldwide community.
I am excited about the power of our partnership with the Adecco Group and what we can do together. The future of work has never been more important and I look forward to helping shape it for many years to come.