It’s more than just a logo. Branding can be viewed as an entire operating system. James Hurst’s Use Design To Design Change is a book which challenges the conventional narratives of branding and offers a practical toolkit to build brands with intent.
This second edition of Hurst’s workshop activities expands upon his first collection, incorporating real-world examples, strategic insights and a critically minded perspective about how brands function in a constantly changing landscape.
Hurst was inspired to pen the book by a chance encounter with a designer at one of the biggest global brands. “yes” An invitation was extended to him to express his thoughts. It wasn’t till a bicycle accident that gave him the time to think about his thoughts, did he realise how much more he could say.
“I have—in my opinion—a point of view: brands are more than visual identity systems. They’re the operating systems of businesses, guiding decisions, strategies, and relationships,” Hurst, says
This second edition is a reflection of a major evolution in the author’s thinking. It goes beyond process and exercises and contextualises how branding interacts with culture movements, artificial intelligence, climate change and politics.
The use of branding as a tool to affect change
Hurst believes that brand identity is not just about marketing or aesthetics, but also about operating with a purpose. “A brand should guide decision-making, partnerships, and impact, not just act as a retrospective measure of success,” He says.
The book introduces a framework called Launch, Scale and Adapt, which reflects the different points of inflexion in the growth of a brand. “Launch” When resources are limited, courage is required. “Scale” Addresses challenges to growth, while maintaining integrity “Adapt” Even well-established brands must evolve.
Hurst, however, is quick to point out that “none of it is linear—there are lessons in Adapt that might be critical for someone’s side hustle.”
The new edition of this book is defined by its focus on evolution, with Hurst going deeper into his strategic thinking that underlies the highly practical exercises. The original edition was more of a collection of workshop exercises, but the new version weaves the stories that go with the frameworks to give readers a deeper understanding why they work.
Industry Myths: Debunking the myths
Hurst addresses the myths that persist about branding. First, the idea that brand building should only be data-driven and rely on market research reports. “I advocate for the power of inductive thinking,” He says. “Have the courage to trust a strong idea even when it defies conventional metrics.”
Second myth that he debunks is the “Unattainable Triangle”The notion that companies must choose among quality, speed, and cost. Hurst says that with the technological advancements of today, this doesn’t mean these three things have to be mutually incompatible. “Brands can integrate all three and redefine their competitive positioning.”
Branding is an Operating System
The book makes it clear that every aspect of a brand’s operation should be infused with purpose. Hurst cites Patagonia’s example as an excellent one, noting the decision of this company to be Planet Earth’s sole shareholder. “They’re not just selling outdoor gear; they’re saving the outdoors,” He explains.
TOMS is another example. This brand popularised the “buy one, give one” model. Hurst says that when their original model ran into trouble, they evolved to a profit sharing commitment.
“Their clarity of purpose enabled them to make that transition while maintaining brand integrity.”
He also promotes circular economies, encouraging designers to use resources provided by the Ellen MacArthur Foundation which monitors innovative sustainability initiatives.
Storytelling is important for branding
Hurst believes that storytelling is one the most underestimated tools in branding. “It’s not enough to assemble a set of values or a visual identity; a brand needs to share its story in ways that resonate on a deeply human level,” He explains.
The overreliance on metrics, he believes, has made storytelling a simple checkbox activity, resulting in generic and platitudinous language. “The brand story should be as distinctive and differentiated as the brand design,” He adds.
Hurst describes the storytelling as a process that involves what he calls “lazy listening”Staying in touch with the unscripted, organic conversations about a brand. He advises companies to rely less on data and more on informal feedback such as casual conversations, chatter in social media, or unfiltered interactions with customers.
Hurst: “This real-time, intuitive feedback is often far more revealing than traditional research.”
Brand leaders’ toolkit: A useful guide for practical tools
Use Design To Design Change is more than just a text. It’s a toolkit that can be used by brand leaders, entrepreneurs, and designers. “While I hope it has the weight of a thoughtful narrative, at its core, the book is a living resource,” Hurst, says
The Rogue School’s website reflects this continuous evolution, with additional workbooks and resources available. Also, he actively designs workshops and courses. These include an initiative in San Francisco called First Things Club and a upcoming course about AI and aesthetics intelligence.
Hurst’s biggest challenge in writing the second edition of the book was to refine his ideas, and question long-held belief. The process of writing a book is long and transformational, says Hurst.
“Digging deep into research, rewatching talks, and reflecting on past workshops—it’s all an impossible task of continuous re-examination.” If there is one thing he wants readers to take from his story, then it would be this: “Never stop learning. Branding is a journey of continuous evolution.”
Hurst urges brand leaders, to begin with an easy yet powerful exercise: The Five Whys. “By repeatedly asking ‘why?’ you peel away superficial answers to reveal your core purpose,” He explains.
Use Design To Design Change, in the end is a manifesto that outlines a different way to think about brand strategy. Hurst’s method offers brands a way to remain relevant and intentional as the industry undergoes technological, cultural, and environmental shifts.
