A Tool to Guide Integrating Marketing and Design: The DMI Design Value Scorecard

dmi: © 2014 Design Management Institute

Steve Sato!DMI Design Value Project & System!Marketing & Design Congress 2014!

!!

Looking forward to !marketing+design!

dmi: © 2014 Design Management Institute

40+ !Countries!!

260+!CEOs!!

1540+!Presidents, partners!Principals!!

3960!VPs, Directors!

Other!

PublicSector!

Membership!

© 2014 Design Management Institute


Tools: !Shared model of design’s value!Position design better!Compare design practices!Measure design performance!Improve design performance!


© 2014 Design Management Institute!

design-led companies!

Design-Driven Organizations (over 10 years)!!•  Apple!•  Ford!•  Herman-Miller!•  IBM!•  Intuit !•  Microsoft!•  Newell Rubbermaid!•  NIKE !!

•  Procter & Gamble!•  Starbucks !•  Starwood!•  Steelcase!•  Target!•  Coca Cola!•  Walt Disney!•  Whirlpool !


$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

DMI Design Index

D.Index S&P

61%

154%

design-led companies outperform!


$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

DMI Design Index

D.Index S&P

61%

154%

design-led companies outperform!

Design driven

companies

outperformed

the S&P over

ten years by

228%DMI: Design Value Index 2014

The Design Value Scorecard

(DVS) developed by DMI is a new

way to measure, demonstrate and

leverage the value of design in

business. Score, select objectives

and build a roadmap to faster

growth and success within your

organization. See the DVS at work

at DMI.org/value.

Organizations that are using

design strategically, across the

organization all the way through

to delivery will see more produc-

tivity, improved quality and a

reduction in risk and waste. That

combination enables a broader

influence and impact.

create powerful tools

dmi:Attributes

Processes Proactively

and Continuously

Improved

Processes Modified/

Varied Based on

Feedback

Processes

Standardized

Basic project

Management

Heroic Efforts

Aesthetics

Functionality

Development

& Delivery

Organizations That Use Design for

OrganizationStrategy

Level of Design

Organization Maturity

InfluenceIntegration

Strategy &

Business Models

Defined

Repeatable

Initial/Ad Hoc

Optimized54

321

Managed

11


What role does Design play?!How well is a Design doing? …Design capability assessment!

DV Index!

DV Map!

DV Scorecard!

Where is Design adding value?!How is Design creating value?!What kinds of value?!How much value? …Design Project ROI!



DV Index!

DV Map!

DV Scorecard!

What does Design+Marketing look like as it matures?!

Where is Design adding value?!How is Design creating value?!What kinds of value?!How much value?!



design value scorecard built on two familiar models!



design value scorecard the columns!



role of design built on Junginger!

Design as organizational driver Influence & Integration

Design as strategic driver Strategy & Business Models

Design as tactical driver Development & Delivery

Junginger, S. (2009). “Design in the Organization: Parts and Wholes,” Design Research Journal (2/09), Swedish Design Council (SVID): 23-29.



role of design !Design as organizational driver!!Connection!Integration!Change leaders!Supports strategy!!

Design as strategic driver! Strategy Business Models!Defines opportunities!Sets strategy!

Design as tactical !Driver!!Aesthetics!Functionality!Power-base Supports production!!!!



Design as organizational driver!!

Design as strategic driver!!!!

Design as tactical !Driver!

Value creation through:!Communications design!Industrial design!Interaction design!Service design!Environmental design!Etc.!!

role of design !

Development & !Delivery!



Design as organizational driver!Influence & Integration!!

Design as strategic driver!!!!

Design as tactical Driver

role of design !

Value creation through:!Common vision Coordination & coherence of touch points!Identifying meaning!Systems, process design!New efficiencies, less waste!

Development & !Delivery!!



Design as organizational driver

Design as strategic driver

Design as tactical Driver

role of design !

Value creation through:!Clarifying intent and purpose!Visualizing strategy!Facilitating strategy!Designing decision making!Allocating & planning resources!!!

Strategy &!Business Models!

Influence & Integration!

Development & !Delivery!



design value scorecard the rows!



Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (February 1993). "Capability Maturity Model for Software (Version 1.1)". Technical Report (Pittsburgh, PA: Software Engineering Institute, Carnegie Mellon University).

“Maturity” is degree of formality and optimization of processes. Degree of maturity relies on level of organizational investment and support. Hence maturity of processes is “evidence” of how much Design is relied on and invested in by an organization.

maturity in the role built on Capability Maturity Model!



maturity in the role !

Processes used varies, or no process used Quality of results relies on experience




Processes are managed for time, people and cost!Reduce cost risk, drives team alignment!

Processes used varies, or no process used!Quality of results relies on experience!




Processes are formalized and sharable!Consistent results, more efficient!






Variants made to standard processes !Utilized for better results in more cases!






maturity in the role !Standard process modified (as being performed), Optimize results, lower risk and waste!

Variants made to standard processes !Utilized for better results in more cases!






Management

(Goal)

Development & Delivery Aesthetics Functionality

Organization Connection Integration

Strategy Strategy & Business Models

Proactively & Continuously Updated Processes Modified/Varied Processes: Based on Feedback

Standardized Processes

Basic Project Management

Heroic Efforts

MANAGED

OPTIMIZED

DEFINED

REPEATABLE

INITIAL/AD HOC

DESIGN MATURITY LEVEL ATTRIBUTES

DESIGN APPLICATION:

1 2 3 4 5



News Website

(Goal)

News Website



dmi: design value scorecard (Goal)

News Website

Editors

Advertising Outbound Marketing

Visual Designers

Marketing integrates advertising into website, upholds advertiser’s interests, web metrics Design develops graphics/structure and design text and graphics layouts Well developed, standardized processes and tools with variations, with modifications made to optimize results Routinely used throughout the organization Delivering aesthetics and content of website – 24/7

News Website


MANAGED

OPTIMIZED

4 5



Trends-Driven Planning

Trends Driven Planning

Brand Experience

Design Studio




Marketing

Product Designers Sales

Engineering


Design formed an inter-disciplinary team including marketing to perform style trends research, develop style roadmaps, style guides and a point-of-sales audit for retail clients. Marketing, sales and design met with clients and used the style roadmap, style guides and audit of retailer’s stores to help client be more successful; positioning company as a thought leader. Piloting a new process and tools to leverage trends to differentiate client’s hardware line-up. Progressively engaging more of Marketing and Design. Coordinating marketing, design and engineering through the roadmaps, guides and audits.

Organization Connection

INITIAL/AD HOC 1 © 2014 Design Management Institute


Strategic R&D

Partnerships

CX Innovation

Strategic R&D Partnerships



Strategic R&D

Partnerships

Inbound Marketing Design Strategists

Research Engineering Sales

Strategic R&D Partnerships


DEFINED 3

Design worked with labs marketing team to develop a customer-centered innovation process with possible R&D partner companies. Marketing and sales engaged clients that had similar target customer segments to innovate what products and services they could co-develop and deliver. Piloted then standardized a new process and tools, then engaged the balance of labs marketing and major account sales. Developed new strategic alternatives for the two companies.



Management

(Goal)




Proactively & Continuously Updated Processes

Modified/Varied Processes: Based on Feedback



Heroic Efforts

MANAGED

OPTIMIZED

DEFINED

REPEATABLE

INITIAL/AD HOC


DESIGN APPLICATION:

1 2 3 4 5

Introduce and interview person

next to you:

Marketing+ Design role?

How mature? Switch roles

Compare



Management

(Goal)








Heroic Efforts

MANAGED

OPTIMIZED

DEFINED

REPEATABLE

INITIAL/AD HOC


DESIGN APPLICATION:

1 2 3 4 5

Marketing+ Design:

More Systematic

Marketing+Design make more systematic More consistent results More efficient Lower risk



Management

(Goal)








Heroic Efforts

MANAGED

OPTIMIZED

DEFINED

REPEATABLE

INITIAL/AD HOC


DESIGN APPLICATION:

1 2 3 4 5

Marketing+ Design:

More Systematic More Integrated

Marketing+Design make more systematic More consistent results More efficient Lower risk

Marketing+Design work more closely Broader influence Greater impact Increased reward



Thank you!!!!Steve [email protected]!Design Value Project & System!Marketing & Design Congress 2014!

!!

Questions?! ! !

A Tool to Guide Integrating Marketing and Design: The DMI Design Value Scorecard

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Transcript of A Tool to Guide Integrating Marketing and Design: The DMI Design Value Scorecard