The client design ladder: moving clients from styling to strategy

Most design agencies have a mix of clients at different levels of design maturity. Some clients see design as mere decoration, while others integrate it into their strategic decision-making. The difference in value these clients place on design — and what they’re willing to pay for it — is dramatic.

Understanding where your clients sit on the design ladder not only helps service them better, it makes it easier to strategically nudge them towards a more valuable relationship.

Five levels of client design maturity

Level 1: Design as styling (transactional)

At this level, clients view design as purely cosmetic—”making things pretty.” They:

focus primarily on price
provide prescriptive briefs with little room for exploration
see design as a cost rather than an investment
frequently request multiple revisions based on personal preference.

Level 2: Design as process

Clients acknowledge good design requires a process, but focus on outputs rather than outcomes. They:

accept the need for research and exploration
allow more time for development
understand basic design principles
still drive the brief rather than seeking strategic input.

Clients respect the process but still see design as implementation rather than strategy.

Level 3: Design as strategy

At this level, clients begin to value the problem solving – the design thinking as much as design execution. They:

focus on outcomes rather than outputs
involve designers earlier in projects
share business objectives, not just design requirements
value research insights and strategic recommendations

The conversation shifts from ‘we need a new website’ to ‘our conversion rate is too low—how might we address that?’ It’s about solving problems, not just fulfilling orders.

Level 4: Design as innovation

These clients integrate design into their business operations and use it to drive innovation. They:

involve designers in product/service development
seek ongoing collaboration rather than project-based work
measure design’s impact on business metrics
value co-creation and iterative development

These relationships feel like true partnerships. You have a seat at the table when they’re planning new initiatives, not just implementing decisions that have already been made.

Level 5: Design as core business

At the highest level, design becomes integral to how the organisation operates. These clients:

build design thinking into their culture
invest in design systems and governance
measure design’s contribution to business value
engage designers as strategic consultants.

These clients don’t just have design projects—they have design programs. Design becomes part of their operating system rather than an occasional service

How to move clients up the ladder

Moving clients up the evolution ladder requires a deliberate approach that combines education, demonstration, and strategic relationship management.

From Level 1 to Level 2: Introduce process value

Document your process and explain its business benefits
Include research phases in your proposals, even small ones
Share insights that informed your design decisions
Demonstrate how process reduces revisions and improves outcomes

Including a half-day discovery workshop with every project is a small step that will help clients see the value of process without a big commitment.

From Level 2 to Level 3: Connect design to business outcomes

Ask about business objectives, not just design requirements
Present concepts in terms of how they address business challenges
Measure and report on performance, not just delivery
Introduce strategic thinking in manageable increments.

Instead of just presenting design, we start by restating the business challenge and explaining how our approach addresses it.

From Level 3 to Level 4: Demonstrate innovation value

Propose proactive ideas beyond the current brief
Share relevant case studies showing innovation impact
Introduce design thinking workshops for client teams
Suggest pilot projects to demonstrate new approaches

We started running quarterly innovation sessions with our best clients,” notes a Sydney strategist. “We bring trends and opportunities to them rather than waiting for briefs.”

From Level 4 to Level 5: Integrate with client operations

Develop design systems that scale across the organisation
Create governance frameworks and training programs
Connect design metrics to business KPIs
Position yourself as a strategic advisor, not just a service provider

So what?

Understanding where your clients sit on the design ladder helps you set appropriate expectations, price your services correctly, and strategically develop relationships toward higher-value work.

The most successful studios don’t just wait for clients to evolve—they actively guide them up the ladder through education, demonstration, and incremental expansion of services.

This approach benefits both parties: clients receive increasing value from design, while studios enjoy more strategic work, higher fees, and longer-term relationships

As always, happy to discuss further, just email.

Carol Mackay

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About Carol Mackay

After 30+ years running a design studio, I accumulated a pretty special network of fellow designers. One thing most have in common: a need for more information about the ‘business’ side of design. Most are impatient with any task competing for time spent doing what they love – designing so they wanted more info about how to work more efficiently and effectively.

Not me. I love that intersection between design and business. I built a career working with Ombudsman schemes, the Emergency Services sector and the Courts. My special power has always been an ability to use design to translate the difficult to understand or the unpalatable message.

I now use exactly the same skills with creative business owners. I translate the indigestible into bite-sized chunks of information. I share insights, introduce tools and embed processes to help others build confidence business decision-making skills. More confidence makes it easier to grasp opportunities. More confidence makes it easier to recognise a good client from the bad.

Outside DBC I have mentored with Womentor, AGDA The Aunties, and most recently Regional Arts NSW.
And I’m a proud volunteer and board member of Never Not Creative.

Always happy to chat, I can be contacted here.