Experience enhanced, storytelling environments are outfitted and operated via continuous streams of activity by many different people…skilled in many different disciplines of expertise…who touch the projects in both overlapping and tangential ways. Successful projects provide leadership to an integrated team of specialists focused on pilot and prototype projects then replicate and export that outcome to the broader enterprise workscape. Intelligence and experience are invaluable but equally important are shared vision and open communication. Confidence is contagious — human nature desires an association with triumph — paint a picture of diverse expertise teaming to win the day. Success is in the orchestration.

Reoccurring success stories:

Tribal lore is founded in genuine stories worth telling — not corporate speak.

Early identity of the overall delivery team can save money and compress schedule.

Engage and collaborate with other established customer touch points: tradeshow, factory tour, sponsorship events, sales events to orchestrate a unified on-brand experience — and harvest existing ready to use media assets.

Employing preferred fabricators and vendors that know you and your processes saves time which can outweigh the imagined economic advantages of soliciting bids for those services from lesser known entities.

Identify the keeper of the concept — whose role is to test the relevance of decisions — against the agreed to touchstones of the design and confirm their contribution to the fulfillment of project goals.

The early engagement of experience designers will increase connectivity of the storyline to the architectural space.

Lock down the real budget topset, the drop dead deadline(s) and the entirety of scope as early as possible.

Patrons and visionaries are welcome as navigators of internal process and interpreters of desired outcome.

Ideally someone on the team will filter internal politics, identify land mines, run traps, negotiate bureaucracy.

Hear from all stakeholders, search them out, listen for their value, and evidence to them that they were heard and credit their contribution.

Continuity of team is favorable to any project but especially true where scale or funding drives phased implementation.

An engaged and responsive single point-of-contact empowered to act and decide is invaluable: ideally they appear in the strategy phase, in the design phase, in the construction phase — though it need not be the same person in each phase.

Identify the issues and announce intended workarounds: timely communication about difficulties avoids conflict and aligns expectations.