Ponencia de Katty Best
-
Upload
carloschacongomez -
Category
Documents
-
view
219 -
download
0
Transcript of Ponencia de Katty Best
-
8/3/2019 Ponencia de Katty Best
1/37
applied design managementanddesign practice innovation
Kathryn Best27.10.09
Casa Llotja de Mar (Sal de Contractacions)Barcelona
-
8/3/2019 Ponencia de Katty Best
2/37
We live in interesting times.
Because of the particular challenges faced by organisations in lightof the global economic conditions and their local impact, and theincreased sense of responsibility towards the environment andsociety, companies are looking for new ideas and new ways to do
more with less (resources).
The opportunity for design management is to demonstrate howdesign can help link creativity and innovation, in a way that canboth add value and create value. If we think of creativity as
developing new ideas, and innovation as exploiting these newideas, then design becomes the way in which companies can maketangible customer propositions that can be experienced andtouched - that is to say, in forms that can be taken to market.'
-
8/3/2019 Ponencia de Katty Best
3/37
context
the creative economy
creativity, innovation, design
applied design management
design practice innovation
-
8/3/2019 Ponencia de Katty Best
4/37
context
andthe creative economy
-
8/3/2019 Ponencia de Katty Best
5/37
context
socialtechnological
economicenvironmental
political
Shift:Industrial EconomyKnowledge Economy
Creative Economy
The growing powerof ideas
The ecosystemin whichorganisations
exist is changing.In response,organisations willhave to change.
-
8/3/2019 Ponencia de Katty Best
6/37
Arup Foresight & Innovation
Issues which are driving global change and most likely to have a major impactupon society and business.
-
8/3/2019 Ponencia de Katty Best
7/37
The Financial Services IndustryLondons leading role arises from a long history ofopenness, easy access to markets, and a tradition ofwelcoming foreign firms.With changing circumstances, attributes that once madeorganisations ideal could cripple them under newconditions.
The Creative IndustriesOne of the best ways to increase competitive advantage,between commercial companies and even entire countries.
The Creative Economy Programme (2005): move to make
the UK the worlds creative hub.
Creativity is fun. Its also big business.The Creative Economy: How People Make Money from Ideas(Howkins)
The Economy: UK Context
Credit: Patrick Bour/pbo31(Flickr/Creative Commons)
-
8/3/2019 Ponencia de Katty Best
8/37
The creative and
knowledge economy thrivesupon the generation and
exploitation ofinventiveness, innovation
and imagination.
The YCE programme recognises
the centrality of creativeentrepreneurs to the development
of a sustainable and competitivecreative economy, and the bridgethey provide between artists and
the markets, between creativetalent and consumers.
The Economy: UK Context
-
8/3/2019 Ponencia de Katty Best
9/37
The added value of the countrysdesign industry totaled 2.6bn per
year and provided work for about46,000 people, making it a majordomestic employer and aninternational calling card.
Dutch Ministry of Education, Culture and Science Report, 2005
The Economy: The Netherlands
-
8/3/2019 Ponencia de Katty Best
10/37
There is growing demand to take amore holistic approach to the cultural,environmental, political and societalimpact of how commercial businesses
and other organisations operate.Credit: myeralan / Alan Myers(Flickr/Creative Commons)
Design: putting people first
Because design, by its very nature, takes a
people-centred approach to problem-solving, it is well positioned to enable amore integrative, holistic approach tosolving contemporary world challenges.
Credit: Alec @ Taiwan(Flickr/Creative Commons)
-
8/3/2019 Ponencia de Katty Best
11/37
Design Thinking is a process for practical, creativeresolution of problems or issues that looks for animproved future result.
There are no judgments in design thinking. This eliminatesthe fear of failure and encourages maximum input andparticipation. Thinking outside of the box can lead tomore creative solutions.
Wikipedia
Design Thinking: enabling processesand ideas from the bottom up
Since design flavors virtually all of our experiences, from products toservices to spaces, a design thinker must explore a landscape of innovationthat has to do with people, their needs, technology and business.
Innovation through Design Thinking, Tim Brown, IDEO
-
8/3/2019 Ponencia de Katty Best
12/37
Bottom-up thinking:
SustainableIntegrativeHolistic
People-centredInterculturalInterdisciplinary
Social networkingSocial innovationMass-innovation
Collaborative DesignParticipatory DesignUser-centred Design
The Empathy Economy (Bruce Nussbaum)
-
8/3/2019 Ponencia de Katty Best
13/37
The recession is a blessing in disguise asit will force people to work out whatreally matters to them.
valuevalues
new ideasnew ways to do things with fewerresources - doing more with less
add valuecreate value
Compassionate Capitalism
The meaning of a thing becomes ameasure of its value
Robert Hartman
-
8/3/2019 Ponencia de Katty Best
14/37
creativity, innovation, design
-
8/3/2019 Ponencia de Katty Best
15/37
Creativity and Design are tools for innovation and change:in societyin culture
in the environmentin business
-
8/3/2019 Ponencia de Katty Best
16/37
You can do it
PunkZinesDIY
I can do it
ArtThe elite
Monetizingcreativity
We can do it
Crowd sourcingThe wisdom of
crowds
Creative responses to change: context
-
8/3/2019 Ponencia de Katty Best
17/37
them you we
Creative responses to change: context
-
8/3/2019 Ponencia de Katty Best
18/37
applied design
management
-
8/3/2019 Ponencia de Katty Best
19/37
creativity, innovation, design(a useful framework for how to think about them)Creativityis the generation of new ideas - new waysof looking at existing problems or the discovery of new
opportunities.
Innovation is the exploitation of new ideas.
Design is what links creativity and innovation. It
shapes the ideas so they become practical andattractive propositions for users and customers.
Source: The Cox Review 2005
-
8/3/2019 Ponencia de Katty Best
20/37
It promotes understanding of the relationshipbetween things.
Not a book of solutions but a book that opens up
conversation and communication.
It inspires you to take things further yourself.
Design Management: Managing Design Strategy,Process and ImplementationAVA 2006; Parramn Ediciones (Barcelona) 2008
-
8/3/2019 Ponencia de Katty Best
21/37
Design does not operate in isolationto other disciplines and professions.
The interdisciplinarynature of
the creative industries (e.g.marketing, design, finance, law).
The integrated nature of designmanagement.
The relationships between thepeople, the projects, the processes,and the products, services and
environments.
FoDMAVA 2009; Parramn Ediciones (Barcelona) 2009
-
8/3/2019 Ponencia de Katty Best
22/37
Reassessing Value
A fundamental reassessment of the value of every asseteverywhere in the world.
Kevin Warsh, Federal Reserve, December 2008
Fundamental - basic oressential
Fundamentals are what is really important.Anyone who thinks deeply about fundamentals will, by
definition, be a radical. And all actions that stem fromthat kind of thinking will also be radical in the sense thatthey will address and seek to solve lifes most importantproblems.
Peck 1997
-
8/3/2019 Ponencia de Katty Best
23/37
Design
Management
key principles case studies contextual
perspectives
design
management
finance
marketing &
branding
design and
innovation
The management of the people, projects, processes and procedures behindthe design of our every day products, services, environments and experiences.
The management of the relationships between different disciplines (finance,
marketing, design..) and different roles (clients, designers, stakeholders...)
-
8/3/2019 Ponencia de Katty Best
24/37
Applied DM: Assessing value/criteriaPromoting best design management practices
1. Leadership in design innovation
Defining and implementing a vision for the whole organisation integrating designacross a range of activities.
2. Driving change through designIdentifying significant changes within the organisation where design has played amajor role.
3. Excellence in design co-ordination
Demonstrating capabilities, processes and skills and resources in support of theapplication of design.
4. Strategic performance
Demonstrating performance based on objectives, deliverables and overall effect on
the organisation.
-
8/3/2019 Ponencia de Katty Best
25/37
Virgin Atlantic Airways Ltd.(DME Award 2008 for Large Companies: excellence in design coordination)
xx xx
Managing the design of the products, services, behaviours, targets, incentives....
-
8/3/2019 Ponencia de Katty Best
26/37
DME Award2009Small
Companies
(under 10employees)
the Plan
the People part
the Processes
the Products
Repairing, consolidating and growing the
com pany requires high quality, highly
m otivatedpersonnel. D uring the past two
years,Venrooysinternal culture haschanged
with the helpof 7 c lear core values
emphasizing the companysfocusforachieving
abright newfuture. Implementing these new
values andothertransformationshelped to
turn the culture into a focused, positive,
condentandambitious one.
High ambitions also created the need for high
quality people: During the transition in 2007
and 2008, 70% of personnel (11 of 16 FTE) was
changed. This was done in a socially
responsible manner. All leaving personnel
moved into other jobs or reached their
pension.
Whois Venrooy Cable Equipment?
Venrooy oerstechnology solutionsforfourcable handlingprocesses:storing, (un)winding,transporting and layingcable, in three markets: infrastructure, electro andmaritime.
Venrooy startedin 1937 asa family company,and wastaken overtwice:in 1996 andin 2006.The company has16employees.
The company operatesin ahighly traditionalmarket,withlowinnovation levels.Generally speaking,competition isamongstme-too productswith companiescontinuouslyinvolvedin erce price battling.
Mission(startingin 2006):
Venrooy contributesto the successof clientsby deliveringcable-handling solutions with substantial competitiveadvantages:
easier,safer,faster,more ecientto use,betterserviced(functionally better)
more advancedpresentation (strongeron design)
more sustainable whilstcompetitively priced
Design is making
things rightRalph Kaplan
Atthe time of the take-overin 2006,Venrooy
hadbeen m ilkedout forten yearsandthe
company had come to astandstill.The
com pany neededto get back on track. A
growth plan consisting of two phaseswas
designed.The rst phase was to reestablish
Venrooy asa healthy andwell organised
company,enabling Venrooy to enter phase
two:to create rapidgrowth.
Venrooy completedthe rstphase in 2009.The
com pany isnow healthy and growing, asa
result of innovating its organisation, its
processesandproducts. The company isready
to enterphase two now,developing Venrooy
from D utch m arketleadertowardsa top-3
playerin the European market.
Rejuvenating Venrooy ledto a professional,
modern company oering products with
strong competitive advantages,andagreat fun
place to work.
Itresultedinto increasedcustomersatisfaction,higherbrandawareness, and increasedsales
with higherproductmargins.Venrooy moved
into protable growth modeandcreated its
own, greatnew starting pointfor a bright
future!
LTV
ZW
LTH
VEN-L
Functionality Design Sustainability
Upsideopening rearbridge: much
easier drum inser!on
Quicklocks: enabling faster/easier
closing, noloosera"ling machineparts
anymore
Sidebarsonfront/rear end: be"er road
safety, protec!onofmudguards,
easy/safetoreach highfor Operator
Compact, stronglyimprovedspring
system
Keyoperatedbuilt-incylinder inframe:
for safedocument storage
Drawbar lock: the# protec!on
A u to m o!vedesign:
appealing totheusers
Modern/cleanlook:
underlining the
professionalimageof
professional
clients/users
Range of9 ve rsi onsbuil t
ontwomodular
footprints: reduc!onof
materialusage, of
materialstorage
Nouse ofpl as!c sbut
steelworksonly
Si mi lar toL TV-R
Spe c ial spac esonre arbr idge and
side-fenderstostandon during
(de)installa!on.
Op!onfor parking sensors
A u to m o!vedesign:
appealing totheusers
Di$eren!a!on:
Di$eren!ateindesign
too$er clientsmore
choice
Range of4 ve rsi onsbuil t
ononemodular
footprint: reduc!onof
materialusage, of
materialstorage
Nouse ofpl as!c sbut
steelworksonly
Easier cablewinding andbinding
Safer for operator
Spacestolocateworkingdocuments
andstoretools
Easier lengthdetermina!onofcables
Improvedmobilityofthemachine
M odernde si gn:
underlining the
professionalimageof
clients/users, anda
realbreakthroughin
termsofpresenta!on
marketwide
Range of3 mac hi ne sbuil t
ononemodular
footprint: reduc!onof
materialusage, of
materialstorage
future
OwnershipVenrooijfamilyFrom nothing tomarket leadershipinThe Netherlands
withgreat vision, entrepeneurshipand enthusiasm
1937
1996
2006
Companysoldto privateownerSelnterest, declineof moraleand marketshare; milking
leadstostands!l landdeteriora!onofcompany
Company soldtoprivate(current) ownerRejuvenate, redesignandinvest torestoremarket leadership
andul!matelyaim for top3 market posi!onEU
2006
2009
20142020
(Phase3: ProgressintoEU/World)
nowpast
nosharedvalues
nometrics
owninterest
I am theboss.So.
authoritarian
parasi!zing, greed
nojobdescrip !ons
unclear objec!vesandstrategies
wedoeverything ourselves, compe!!veor not
disloyaltyto, thusfrom, people
distrust andconicts
topdown, one-way
peoplestands!ll
energydrain
absenceoffocus
introvert
stands!ll
reac!ve
fear
stress
sharedvalues
clear metrics
peoplesinterest
wearethecompany
par!cipa!ng
symbiosis
clear, sharedjobdescrip!ons
crystalclear objec!vesandstrategies
co-opera!on, connec!ng best competencies
loyaltyto, thusfrom, people
trust andharmony
bo"om up, holis!c
peopledevelopment
energyboost
sharpfocus
extravert
innova!on, co-crea!on
proac!ve
safety
joy
Guardt to mission/values
BriengControl quality/speedof designprocess
Guardsv alue
deliveredatclient end
C hoosingrequiredmixforinternal/external
supplychaining
Checktec hnicalfeasability
CEO
CommercialDirector
OperationsDirector
InternalWorkforce
Suppliers
CriticalClients
IndustrialDesigner
FieldresearchSWOTanalysis
Ideasfor improvementsFunc!onaldevelopment
Designing
Measuring
FeedbackEvalua!onbefore
Evalua!ona #er
Closecollabera !onintheearliest stagetod evelop
thestrongest possibleproduct andsupplychain
internal
exte rnal
LTV-R2007
ZW-R2008
LTV-C2009
VEN-L2010
Eventually,a lotof Venrooyssuccessdepends
on itsproducts.The changesmade within the
com pany with regard to its culture, its
processesandquality output,createdthe basis
forsuccessfulproduct innovation aswell. New
productswere launchedon basis of smarter
functionality,on modern design andhigher
sustainability.New productideaing isnow in
the companysDNA, constantly lling the
pipeline of product innovation towardsthecustomer.These innovation processes take
place continuously,andthe nextrangesof new
productsare already plannedfor the near
future.
Allprocesseswithin Venrooy were subjectedto
acriticalanalysisandactionswere taken to
improve howthe company producesproducts,
howsuppliesare sourced, howsales are
generated et cetera: one, truly integrated
approach.
On another level,the dierentactorstaking
partin each processwere made aware of their
rolesand the way the combination of each of
theircompetenciesmostoptimally contributes
to the progressof the company.Thisnot only
involvedinternalactorsbut also externalactors
like clients,suppliersandindustrial designers.
Venrooy strongly moved away from a
selfmanufacturing company to a head/tail
networking business, owning - building -
protecting its intellectual capital whilst
sourcing the m arket for the required
capabilitiesto translate mostpromising ideas
into strong,tangible products.Ideasare never
rejected because of missing technologies
inhouse;the sequence isto developthe best
ideas, followedby crafting excellentsupply
chainsto get these ideasinto reality in the
fastestandmostpromising way.
Madame Curieweg 4NL - 5482 TL Schijndel
The Netherlands
T:(+31) (0)73 54 92 379F:(+31) (0)73 54 78 641
E:[email protected]:www.venrooy.com
Designing towards Success...
Designing
Designing
Designing
Designing
the Results:Designing
Process Actions Results
Marke!ng
increasedbrand awareness
createdprofessional, leading image
increasedsales
Salesmor e!me-on-market spend(25% ->80%)
stronger customer rela!onships
increasedsalesb y+42% (during recession)
Sourcingachievedlower internalsourcing cost
reducedprices
moreinnova !onwithpr oa c!vesuppliers
Engineeringreducedmanufacturing cost
increasedspeed
loweredfailure cost
Manufacturingloweredinternal stocksdrama!cally
increasedthroughput +50% withlowerheadcount
HRMcreatedONEt eam
improvedperformance personnel
QA reducedfailure cost
Admin/ Financecreatedreliable management informa!on
reduced !mespent onadmin.to 50%
increasedDirect Marke!ng ac!vity
new product andservicesdevelopment
professionalisedmarke!ng team
skippednon-salestasksatrepresenta!ves
addedsalessupport
professionalisedsalesteam
reduc!onofnr.suppliersby80%
selec!onoffewer, professionalsuppliers
professionalisedsourcing team
digitalisedproduct drawings
implementedSolidWorksProfessional
professionalisedEngineering team
modulisedassortment
cra#edexternalsupplychainnetwork
professionalisedproduc!onteam
issuedclear tasks&responsibili!es
startedannualperformancecycles
launchedQAprogram
implementedERP package(Microso#)
professionalisedAdminteam
2006 2009
1. Customerfocus: allwe do, isaimedat making our client successful.
2. Winning!isour passion.
3. Integrity: weonlywant towinifwe candoit honestly.
4. Topquality: wedeliver topqualityinall wedo.
5. Powerfulcompe!!veplussesin product, service, performance:
(func!onality:)easier, safer, faster, moree%cient, (design:)more
modern, (service:)be"er service.
6. Teamwork: wewinasa team, wedoit together.
7. Selfdevelopment: wedevelopourselvesbene!ng theclient, our
company, thecommunitywelive inandourselves.
Core Values
Product Innovations
Roles
Salesindex (1996=100)
200
Phase 1:Repair& Consolidate
Phase 2:Rapidgrowth
Goals:
restoremarketleadershipinNL
createapla&ormtoenablegrowth
Repaired:
trust, faith(cando)
companyvaluesfun!
Created:
one focus, onedes!na!on
clear rolesandresponsibili!es
hire topqualitycompetencies
bo "om-upresponsibili!esanchored
Built:
innova!onintowholecompany
3Ddrawingsofproduct por&olio
scalabilityofbusinessmodel
self-propellingteam
externalvisibilityo'ine/online
great customerrela!onships
Achieved:
high velocityproduc!onprocess
full restoremarketleadershipinNL
+42% salesin2008 (in-21%market)
pla&orm toenterphase2 (rapidgrowth)
Goals:
towardstop3market posi!onEUin2014
8x turnover, 20xprotability
preferredsuppliershipwithEUclientsinInfrastructure,ElectroandMari!memarkets
Create:
interna!onalcommercialnetwork
decentralized,outsourcedmanufacturing withsmall, centralHQ
processuniquevaluesintogreatproducts/services
openinnova!on/crowd-sourcing
Newcompe!!veedges:
sustainabilityasumbrella
economical
ergonomicalecological
cultural
130
170
210
250
'08'07'06'05'04'03'02'01'00'99'98'97'96243171163124121106100146118105120110100
100
'14'12'101486743325
target
ustainability
angeof9 versionsbuilt
ntwomodular
footprints: reduc!onof
materialusage, of
t i l t
7
gement informa!on
a dmin. to50%
200
-
8/3/2019 Ponencia de Katty Best
27/37
design practiceinnovation
-
8/3/2019 Ponencia de Katty Best
28/37
The Innovation Backlash
A chorus of voices is calling for an end to the hypeand a focus on the fundamentals that drive real bottom-line-boosting innovation.
Boston Consulting Groups Howard Sirkin and James Andrews:
"Companies use a lot of innovation platitudes. The question is, how do theyovercome the platitudes? Companies get [innovation] wrong, and so many people
misunderstand the topic.""There's a belief that innovation is about great ideas. But in the business context, it'salso about bringing a great idea to market, and how to maximize the payback on theinvestment made in the idea."
Focus on return on innovation investments, rather than on innovation itself.
BusinessWeek.com, 1/12/07. Reena Jana
http://www.businessweek.com/bios/Reena_Jana.htmhttp://www.businessweek.com/bios/Reena_Jana.htm -
8/3/2019 Ponencia de Katty Best
29/37
Innovation(the exploitation of new ideas)
Incremental innovation - exploits existing forms ortechnologies (eg small changes, improvements,reconfigurations based on established knowledge and
existing organisational capabilities).Modular innovation - within one or more componentof a system; not radical.Radical innovation - a departure from exiting
knowledge , capabilities or technologies to create somethingnew; often triggered by new opportunities, or capabilitiesthat become obsolete.
Source: HBR 2003 & 2009
-
8/3/2019 Ponencia de Katty Best
30/37
Innovation(the exploitation of new ideas)The internet is opening up new capabilities for design,management and innovation.
Open innovation - collaborative methods, tools andprocessesDisruptive innovation - disrupting existing processesthrough technology
Social innovation - emergence of new organisationalmodelsEco-innovation - centred around environmentallyaware challenges
-
8/3/2019 Ponencia de Katty Best
31/37
Innovation(the exploitation of new ideas)
Management innovation
The implementation of new management practices,processes and structures that represent a significantdeparture from current norms.
It is transforming the way many functions and activitieshave worked in large organisations.
Birkshaw & Mol 2006 1. dissatisfaction 2. invention 3. diffusion
-
8/3/2019 Ponencia de Katty Best
32/37
sharingcollaboration
open innovation
imagination
creativity
innovation
(new) valuesmeaning
create value
sustainability
add value
-
8/3/2019 Ponencia de Katty Best
33/37
Sony. make believe.
Feature Design: Sony Design actively seeks to createvalue in terms of product design, interface design, packagedesign, editorial design and every other design aspect that
enhances the user experience. At Sony we continue to designwith the future in mind, and we actively promote internal andexternal collaboration.
Concept Design is a key process in development thatencourages new value systems for the next generation andshapes future lifestyles.
Sustainable Design: eco-friendly and universal designprinciples. sustainability - an emerging priority in design
-
8/3/2019 Ponencia de Katty Best
34/37
Sony. make believe.
Twirl N' Take is a working design prototype developed from Spin N' Snap, a design mock-upof a digital still camera. As before, the camera is shaped like a magnifying glass. Spinning theroller powers the camera, and users look through a round hole when taking pictures.
Images are stored on Bitty memory cards in the tip of the handle.
sony.net/fun/design
New "odo" models were shown as an example offorward-looking design concepts, and workshops gavechildren a chance to use their own kinetic energy topower working odo prototypes.
-
8/3/2019 Ponencia de Katty Best
35/37
Philips Design: Chuhla stove
Design for a sustainable future
Philanthrophy by designCreating value for peopleImproving quality of lifeOpen innovationDistribution models
Entrepreneurship
-
8/3/2019 Ponencia de Katty Best
36/37
creativity and design are tools forinnovation and change.
design management as a change agent.
design managers as agents of change.
-
8/3/2019 Ponencia de Katty Best
37/37
grcies.
thank you.
mailto:[email protected]:[email protected]