The Designer’s Dilemma: Interpreting Data with Intuition
In today’s digital design landscape, data is king. Tools like Google Analytics offer powerful insight into how customers are engaging with your campaigns—what’s landing, what’s resonating, and what’s not. Collaborating with marketing and business partners to review sales reports and performance metrics is essential. As I wrote in my last blog post, I believe designers deserve access to these insights, not only to validate their work but to strengthen the strategy behind it.
But here’s the challenge: insights are just that—insights. They’re not facts, not absolutes. They’re often part of a bigger, more nuanced picture.
I’m reminded of a memorable interview between Stephen Colbert and former Secretary of Defense Donald Rumsfeld. Colbert pressed Rumsfeld on the decision to invade Iraq, asking, “How did you know it was the right thing to do?” Rumsfeld’s answer was stark: “Intelligence is not facts.” Colbert, taken aback, simply replied, “Wow, I think you just answered my question.”
Rumsfeld’s point was that intelligence—like much of the data we designers review—is a mosaic of information sources. Leadership doesn’t act on hard proof alone; they interpret signals, weigh risk, and often make decisions based on an aggregate of information plus their own instincts.
As dramatic as that example is, I think it applies to the creative business world. Design, marketing, and leadership decisions must be informed by data—but they are rarely dictated by it alone. Intuition still plays a critical role.
Here's a real-world example: While working at Imagine Crafts (formerly Tsukineko USA), we noticed a spike in engagement on a YouTube video from one of our content creators. The video featured DIY wedding invitations, and the sudden attention revealed a new customer segment—young women planning weddings and turning to DIY options.
It was a clear win in terms of data and audience insight, and it sparked internal excitement. But what did it actually mean for our business? That was less clear. The views were high, but the sales didn’t directly reflect the engagement. We had identified a potential growth area, but that didn’t mean we should pivot into the wedding industry or build an entire product line around it. The takeaway was directional, not definitive.
In short:
Data should inform design, not define it. The best creative strategies are born from a blend of insight, experience, and instinct. A designer who knows how to interpret analytics—and balance them with intuition—becomes more than a visual problem solver. They become a strategic partner.
