design management

2. Context & Overview

02 Design Management University of Kansas, Department of Design ADS 750 (3 credits) Fall Semester 2014 Thursday 6:00-9:00p, Edwards (BEST245), Lawrence (CDR, West Campus)

design management

Week/ Date LECTURE & DISCUSSION Supplemental

Readings or Exercises

Wk 2 Sep 4 Design in Context

DISCUSS 1. Design in context (8-37) 2. Design overview (38-67)

Wk 3 Sep 11 3. Management Overview

Chapter 3. Management Overview: Economics, Process,

Planning (70-105)

READ & DISCUSS ONLINE: “Four powers of design:

A value model in design”, Borja da Mazota, DMI Review, 2006

COURSE SCHEDULE

TONITE

NEXT WEEK

Text Reading

design management

What are the design requirements for “Thinking Big”?

design management

the business of designis changing:

• New specialties and methods

• New ambitions and aspirations

• Changing fundamental economics

and new threats

• New levels of complexity–Larry Keeley, Doblin

design management

Chapter 1: Design in Context Chapter 2. Design Overview

design management

How do we get to “Big Design”?

design management

“There is a huge river of misunderstanding between the

design world and the business world. You have to start

building a bridge between them.” – Peter Gorb

Learn the language of business

design managementadapted from Vijay Kumar, IIT

the conventional business approach

(predict & provide)

sell them to customers

develop offerings

create a business

a human-centered design approach

(learn & respond)

develop concepts & offerings

build a business

around them

deeply understand

users/contexts

>

>

build the bridge

design management

Design is not incidental to modern

economies, but integral; not part of success

but at the heart of success; and not a

sideshow, but the centrepiece.

Gordon Brown UK, Prime Minister

design management

At whatever level design is focused, there is another

challenge... What motivates and inspires us to design?

Creating a successful business? Giving the UK a future?

Saving the planet? Or fulfilling people’s needs? While these are not mutually exclusive, they are sufficiently

confused to leave the role of design and designers more

fuzzy than at any period in the modern era.

Sir George Cox, Chairman, Design Council

design management

Innovation “will dictate the economic prosperity of

nations, but the weakness of the UK is “not being able

to take full advantage of this.” We produce people in

art schools who don’t understand the language of the

business world, and business people who don’t

understand how to manage innovation. How can we

combine their skills?

Sir George Cox, Chairman, Design Council

design management

TALKING ABOUT DESIGN

At Sony, we assume that all products of our competitors have basically the same technology, price, performance, and features. Design is the only thing that differentiates one product from another in the marketplace."

– Norio Ohga, Former Chairman, Sony

In a global economy, elegant design is becoming a critical competitive advantage. Trouble is, most business folks don't think like designers.

– Bill Breen, Senior Editor, Fast Company

design management

LEARNING TO TALK ABOUT, WRITE ABOUT AND EXPLAIN THE CASE FOR DESIGN IN AN IMAGINATIVE, PERSUASIVE MANNER. IN THE LANGUAGE, CONTEXT, AND TO THE NEEDS OF YOUR AUDIENCE.

design management

"Design is only secondarily about pretty lumpy objects and primarily about a whole approach to doing business, serving customers, and providing value." "Design... has become central to enterprise strategy." –Tom Peters

Designers are teaching CEOs and managers how to innovate... They pitch themselves to businesses as a resource to help with a broad array of issues that affect strategy and organization - creating new brands, defining customer experiences, understanding user needs, changing business practices.

—Bruce Nussbaum, Editor

TALKING ABOUT DESIGN

design management

ON THE DESIGN MANAGEMENT PROFESSION

design management

http://en.wikipedia.org/wiki/Design_management

design management

dmi.org

design management

DEFINING DESIGN MANAGEMENT

design management

On an abstract level, design management plays three key roles in the interface of design, organization, and market. The three key roles are to: 1. Align design strategy with corporate or brand strategy, or

both 2. Manage quality and consistency of design outcomes

across and within different design disciplines (design classes)

3. Enhance new methods of user experience, create new solutions for user needs and differentiation from competitor's designs

design management

Design management is the effective deployment by line managers of the design resources available to an organisation in the pursuance of its corporate objectives. It is therefore directly concerned with the organisational place of design, with the identification with specific design disciplines which are relevant to the resolution of key management issues, and with the training of managers to use design effectively. —Peter Gorb

Design management is a complex and multi-faceted activity that goes right to the heart of what a company is or does [...] it is not something susceptible to pat formulas, a few bullet points or a manual. Every company's structure and internal culture is different; design management is no exception. But the fact that every firm is different does not diminish the importance of managing design tightly and effectively. —John Thackara

design management

design management

2. Context & Overview

02 Design Management University of Kansas, Department of Design ADS 750 (3 credits) Fall Semester 2014 Thursday 6:00-9:00p, Edwards (BEST245), Lawrence (CDR, West Campus)