design management

3. Design Overview, Management Overview

03Design 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 3 Sep 11 Design Overview

Management Overview

Chapter 2. Design Overview Chapter 3. Management

Overview: Economics, Process, Planning (70-105)

DISCUSS: “Four powers of design:

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

Wk 4 Sep 18 3. Management Overview

Chapter 3. Management Overview: Economics, Process,

Planning (70-105)

DOWNLOAD & READ: “Design in Age of

Accountability” Miller !

“What Do Great Managers Do?” HBR, Buckingham

!

COURSE SCHEDULE

TONITE

NEXT WEEK

Text Reading

design management

Your top 5 takeaways?

Chapter 2. Design Overview

design management

1. WHO WE ARE PROFESSIONALLY

2. WHERE WE COME FROM

3. WHERE WE SERVE

4. WHAT WE CAN GO

5. WHERE WE CAN GO FROM HERE

(review)

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 PEOPLE IN BUSINESS.

TALKING ABOUT DESIGN

design management

TALKING ABOUT DESIGNInnovation “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, UK Design Council

design management

TALKING ABOUT DESIGNDesign 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

TALKING ABOUT DESIGNIn 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

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."

TALKING ABOUT DESIGN

– Norio Ohga, Former Chairman, Sony

design management

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.

TALKING ABOUT DESIGN

—Bruce Nussbaum, Business Week

design management

ON THE DESIGN MANAGEMENT PROFESSION

design management

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

design management

dmi.org

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

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 managementdesign management

design management

Moving toward big-picture design(from the narrow, granular and specialized)

design management

Travis Knight

design management

Q: You started as an animator but became CEO. What part of that transition was a struggle?

Knight: Artists are neurotic and hypersensitive, and they tend to focus on granular details, sometimes at the expense of the big picture. I’ve gotten better at the big picture over the years. But animation—especially stop-motion—is really a solitary existence: Ultimately, when a shot is set up, the animator is alone, bringing this puppet to life all on their own for days, sometimes weeks on end. One of the most dramatic changes for me as a CEO has been dealing with lots of different kinds of people about a lot of different issues. I had to figure out how to navigate that—it was initially kind of jarring and slightly uncomfortable. (WIRED, Sep 14, P. 46)

design management

https://www.youtube.com/watch?v=z3eHd87dx6M#t=42

design management

Louie CK

How Louie went from standup comedian to an entertainment juggernaut

https://www.youtube.com/watch?v=bPVEO6yG-L8

design management

Joe Gebbia, Airbnb

Design+Startuphttps://www.youtube.com/watch?v=RUEjYswwWPY

1. The ability to understand the context of circumstances of a design problem and frame them in an insightful way

2. The ability to work at a level of abstraction appropriate to the situation at hand

3. The ability to model and visualize solutions even with imperfect information

– Chris Conley, IIT

Design thinking is design activity embraced by a broader group.

4. An approach to problem solving that involves the simultaneous creation and evaluation of multiple alternatives

5. The ability to add or maintain value as pieces are integrated into a whole

– Chris Conley, IIT

Design thinking is design activity embraced by a broader group.

6. The ability to establish purposeful relationships among elements of a solution and between the solution and its context

7. The ability to use form to embody ideas and to communicate their value

– Chris Conley, IIT

Design thinking is design activity embraced by a broader group.

the context for design todayOrganizations are struggling to be competitive in a dynamic global economy, to achieve sustainable growth, and find the future first. All at the same time.

The challenges and stakes are big...

changing ourselves

We are shaping the world faster than we can change ourselves, and we are applying to the present the habits of the past.”

– Winston Churchill

(1945)

The corporate environment has grown increasingly unstable, accelerative, and revolutionary... The adaptive corporation, therefore, needs a new kind of leadership. It needs “managers of adaptation” equipped with a whole set of new, nonlinear skills.

–Alvin Toffler, The Adaptive Corporation

the adaptive corporation

(1985)

“Management is shifting from a stance of predicting and controlling change to one of building an organization to sense change and to respond appropriately – adaptive management”.

–Christopher Meyer Monitor

sense and respond

Work (and workers) today are very different from the atomized, industrial work models of the past

“In the archives of any decent -sized organization, an unfiltered record will show institutional life in all it’s boredom and inefficiency. Most initiatives fail. Internal competition trumps external goals. People are petty, whiny, and unmanageable.”

–Nicholas Lemann

the gap is huge between what we

are and what we need to become

“Powerful constituencies inside the company collectively beat the change idea into a shape that more closely conforms to the existing business model rather than to the opportunity in the market.”

--Clayton Christensen

Efforts at change or innovation are

routinely met with stiff resistance.

Norms and best practices have

their place, but new value creation

requires experimentation.

“Innovation is a social or economic term, not a technological one, defined in terms of demand rather than supply. changing value and satisfaction obtained from resources by the consumer.”

–Peter Drucker

Innovation: a social phenomenon

Social innovation is a human

phenomenon of collective intelligence,

understanding and imagination. The

sweet spot of innovation is more about

the people than about technology or

business models. Mastery is earned not

by power or control, but through patient

collaboration and persistent influence.

Innovation: a social phenomenon

© HumanCentered 2007, All Rights Reserved!

Design thinking offers ways to reframe old problems, ways of getting past sapping conflicts and lousy trade-offs. !It is a distinctively integrative, constructive way of looking at the world.

Innovation: a social phenomenon

we have built a system of organizational life that

repels human creativity, that inhibits innovation

Schedules Goals

Budgets Margins

Projections Costs Teams Clients

Analysts Vendors

PR Sales

Production Service workers

Managers Strategists Marketers Designers Engineers

Administrators Regulators

Auditors

too often lost is a sense of cohesion and the integrated effort necessary to create new value and

a pathway to the future

design management

Creating value and Keeping score

What were your top 5 takeaways?

© HumanCentered 2007, All Rights Reserved! design management

http://www.coroflot.com/designsalaryguide/

design management

3. Design Overview, Management Overview

03Design 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)