Center for DesigncD+iTransforming ideas into actions

and Innovation

building a design-centric organization

Center for DesigncD+iTransforming ideas into actions

and Innovation

case discussion

Samsung

Hyundai

Apple vs. Samsung

owner management creative designers

strategic partnership

owner management

design leadership

creative organization

strategic partnership building design as organization capability

design structure

human capital

design process design toolsdesign

strategy

culture

design

design thinking

design management

design design thinking design management

subject traditional individual designers

multi-disciplinary project team

innovation organization (design - marketing - engineering)

object individual products innovative problem solving

building organizational capability for sustainable innovation

position in organization

part of new product planning & development

project task force innovation organization

focus of design

look & feel of products, branding

human-centered solution

design philosophy & design language that can bring the entire organizations together

key tasks product aesthetics, usability, and differentiation

discovering unmet needs

creating new value through sustainable and humanistic innovations

primary tools individual designer’s creativity & visualization

contextualized observation and rapid prototyping

structure - process - human resource - tools - strategy framework for capability assessment

design management at P&G• appoint Claudia Kotchka as VP of

Design • directly report to CEO • hired 12 designers who were scattered

throughout new product development organizations

• applied design thinking method for new product development projects

• Tim Brown (IDEO), Roger Martin (Rotman School), and Patrick Whitney (IIT) developed design thinking curriculum for internal education

• lost the momentum after the retirement of Lafley in 2010

design management at IBM• Good Design is Good Business (Thomas

Watson Jr.) • In 2010, chose design thinking as a

strategic pillar to transform engineering centric process to user-centered service design

• established IBM design studio in Austin, TX

• plan to hire 1000 service designers • investing $100 million USD to set up 10

design labs • Sep. 2014, introduced IBM design

language as the starting point of design management

“Language, when spoken or read, has its own requisite parts: vocabulary, syntax, grammar, phraseology, style and the like. We want IBM software to speak to our users. For this to happen, we need similar units of expression. And in the same way an author might use a common vocabulary, grammar and style to tell many different stories within a single volume, we want designers to use common units of expression to create different software products that clearly belong within a portfolio. By giving people a common starting place—and the freedom to innovate and experiment—we allow them to recombine ideas and build specifically relevant solutions, while staying connected to that common center point. We authored the IBM Design Language to enable designers to create products that look, sound, think and perform like IBM, without resorting to patterns and templates right off the bat.”

knowledge management

design management

sharing existing knowledge minimizing variance

capability centric “inside-out” innovation

strategy

creating new knowledge maximizing variance

user centric “outside-in” innovation

strategy

process

• when should design take place? how soon should it begin?

• should it lead engineering or marketing? or should it follow them?

• do design at different stages of product/service development look different? if so, how?

structure

• relationship with other functional organizations

• engineering and marketing

• relationship with product divisions

• relationship with top management

• independent vs embedded vs outsourced

• governance

personnel

• professional designers

• design vs non-design capabilities

• responsible design: understanding & communicating business value of design

• non-designing designers

• non-designer training

• how far should it go? (accounting and finance)

• top management design training

• what should they know?

tools

• what type of tools does an organization need in order to ensure a successful collaboration across different units to create something totally new?

• what are the types of technological environments one need to support innovative design?

• keeping pace with material and engineering science and technology developments

design strategy

• design identity?

• multiple product lines?

• products and service?

• designing ecosystems?

• sustainable design strategy?

• creator or follower?

• creating new market

• design as strategic coordinator?

design capability maturity model

philosophy /strategy structure personnel tools process culture

1st stage none none none none none none

2nd stage• partially shared

among designers

• under marketing / product planning / engineering

• individual designers as stylists

• drafting tools

• line-up design following product planning and engineering

• top-down control centric culture

3rd stage

• fully shared among designers and being executed

• independent design organization

• embedded design in product organization

• reporting directly to top management

• top management recognizing strategic importance of design

• collaborative tension with marketing and engineering

• integrated design tools to reduce the gap between design and development

• integrated database to reduce the gap between marketing and design

• establishment of advanced design

• establishment of archetype design for product platform

• integration across different stages of design

• creative culture that promotes horizontal communication and coordination

4th stage

• fully shared throughout the organization and consistently implemented

• chief deign officer

• hybrid structure of balancing existing products and new market creation

• design being part of every decision making

• integrated design environments that connects marketing, finance, supply chain management

• design as strategic coordinator in creating new market

• design attitude is pervasive throughout the organization

• design thinking as a part of organizational culture for everyone

how do you assess: where you are where you want to go what to do