Design management

src: previews.123rf.com

Design management is a business discipline that uses project management, design, strategy, and supply chain engineering to control the creative process, support a culture of creativity, and build structures and organizations for design. The goal of design management is to develop and maintain an efficient business environment in which organizations can achieve strategic objectives and missions through design. Design management is a comprehensive activity at all business levels (operational to strategic), from the discovery phase to the implementation phase. "Simply put, design management is the business side of design, design management includes ongoing processes, business decisions, and strategies that enable innovation and create effectively designed products, services, communications, environment and brands that improve the quality of life and deliver organizational success. "The design management discipline overlaps with marketing management, operations management, and strategic management.

Traditionally, design management is seen as limited to design project management, but over time, management evolves to incorporate other aspects of an organization at a functional and strategic level. The more recent debates concern the integration of design thinking into strategic management as an interdisciplinary and human-centered approach to management. This paradigm also focuses on collaborative and iterative work styles and indirect mode of retraction, compared to practices associated with more traditional management paradigms.

Design has become a strategic asset in brand equity, differentiation, and product quality for many companies. More and more organizations are implementing design management to enhance relevant design activities and to better link design with company strategy.

Video Design management

Definisi panjang

The nature of multifaceted design management leads to diverse opinions, making it difficult to provide an overall definition; Furthermore, the design manager has various roles and responsibilities. These factors, combined with many other influences such as industry involved, firm size, market situation, and the importance of design in organizational activities. As a result, design management is not limited to a single design discipline and usually depends on the context of its application within the individual organization.

At an abstract level, design management plays three major roles in the design, organizational, and market interfaces. The three main roles are:

1. Aligning a design strategy with a company or brand strategy, or both
2. Manage the quality and consistency of design results across and within different design disciplines (design class)
3. Upgrade new user experience, create new solutions for user requirements and differentiation from competitor design

Additional definitions

Design management is an effective placement by the line manager of the design resources available to the organization in achieving its corporate objectives. It is therefore directly related to the place of the design organization, with identification with specific design disciplines relevant to the resolution of key management issues, and by training managers to use design effectively.

Design management is a complex and multi-faceted activity that goes straight to the core of what the company does or does [...] it's not something that is vulnerable to grappling formulas, some points or manuals. Every corporate structure and internal culture is different; design management is no exception. But the fact that every company is different does not diminish the importance of managing designs strictly and effectively.

Maps Design management

Definition of related terms

Design

Unlike unique sciences such as mathematics, perspective, activity, or design discipline are not taken to commonly accepted denominators. The beginnings of intricate design and the nature of design are still subject to ongoing discussions. In design, there is a strong distinction between theory and practice. The fluid nature of the theory allows designers to operate without being constrained by rigid structures. In practice, decisions are often referred to as intuition . In Design Classification (1976), Gorb divides the design into three different classes. Design management operates in and across all three classes: product (eg industrial design, packaging design, service design), information (eg graphic design, branding, media design, web design), and environment (eg retail design, exhibition design, ).

Management

Management in all business and organizational activities is the act of bringing people together to achieve the desired goals and objectives efficiently and effectively. Management consists of planning, organizing, staffing, leading or directing, and controlling the organization (a group of one or more persons or entities), or an attempt to achieve a goal. Resources include the dissemination and manipulation of human resources, financial resources, technological resources, and natural resources. Towards the end of the 20th century, business management consists of six separate branches, namely human resource management, operations management (or production management), strategic management, marketing management, financial management, and information technology management, responsible for information systems management. While it is difficult to divide management into functional categories in this way, it helps in navigating management disciplines. Design management overlaps mainly with branches of marketing management, operations management, and strategic management.

Design leadership

Design managers often operate in the field of design leadership; however, design management and design leadership are interdependent rather than interchangeable. Like management and leadership, they differ in purpose, achievement of goals, achievements, and outcomes. Leadership design leads from the creation of a vision for change, innovation, and implementation of creative solutions. It stimulates communication and collaboration through motivation, establishing ambition, and indicating future direction to achieve long-term goals. Conversely, design management is reactive and responds to certain business situations using certain skills, tools, methods, and techniques. Design management requires design leadership to know where to go and design leadership requires design management to know how to get there.

src: i.ytimg.com

History

Difficulties arise in tracing the history of design management. Although design management as an expression was first mentioned in the literature in 1964, previous contributions create contexts in which expressions can emerge. Throughout its history, design management is influenced by a number of different disciplines: architecture, industrial design, management, software development, engineering; and movements such as system theory, design methodology. It can not be attributed directly to design or management.

Business

Managing product and design aesthetics (initial contribution)

Initial contributions to design management demonstrate how different design disciplines are coordinated to achieve business objectives at the enterprise level, and demonstrate early understanding of design as a competitive force. In that context, design is understood only as an aesthetic function, and design management is at the level of project planning.

The practice of managing design to achieve business objectives was first documented in 1907. Deutscher Werkbund (German Working Federation) was founded in Munich by twelve architects and twelve business enterprises as a state-sponsored effort to better compete with England and England. Country by integrating traditional craft techniques and industrial mass production. A German designer and architect, Peter Behrens, created the entire corporate identity (logotype, product design, publicity, etc.) of Allgemeine ElektrizitÃÆ'¤ts Gesellschaft (AEG), and is considered the first industrial designer in history. His work for AEG was the first large-scale demonstration of the viability and vitality of Werkbund's initiatives and goals and can be considered the first contribution to design management.

In subsequent years, the company adopted the corporate identity and design principles to increase awareness and recognition by consumers and differentiation from competitors. Olivetti became famous for his attention to design through their corporate design activities. In 1936 Olivetti employed Giovanni Pintori in their publicity department and promoted Marcello Nizzoli from the product design department to develop designs in a comprehensive corporate philosophy. In 1956, inspired by the enthralling brand character of Olivetti, Thomas Watson, Jr., CEO of IBM, retained American architect and industrial designer Eliot Noyes to develop an IBM Design Program across the enterprise consisting of a coherent brand design strategy together with system design management to guide and oversee the elements of a comprehensive brand identity of: products, graphics, exhibitions, architecture, interiors and fine arts. This Noyes seminal effort, with the inclusion of Paul Rand and Charles Eames as a consultant, is considered the first comprehensive corporate design program in America. Until and during the 1960s, the debate within the design community focused on ergonomics, functionalism, and corporate design, while debates in management were addressed in time, Total quality management, and product specifications. The main proponents of design management at the time were AEG, Bauhaus, HfG Ulm, British Design Council, Deutscher Werkbund, Olivetti, IBM, Peter Behrens, and Walter Paepcke.

how to develop a corporate goal planning system

how to troubleshoot methodological information processing

Instruments and checklists are developed to develop enterprise processes and decisions for successful enterprise development. In this period major contributors to design management were Michael Farr, Horst Rittel, HfG Ulm, Christopher Alexander, James Pilditch, London Business School, Peter Gorb, Design Management Institute, and Royal Society of Arts. The debate within the design discipline focuses on design science, design methodology, malicious issues, Ulm methodology, design and business relationships, new German design, and semiotic techniques and scenarios.

Managing design as a strategic asset (1980s 1990)

In the 1980s several managers realized the economic effects of design, which increased the demand for design management. Because the company is not sure how to manage the design, there is a market for consultation; focuses on helping organizations manage the product development process, including market research, product concepts, projects, communications, and market launch phases - as well as product and company positions.

Three important works were published in 1990: Design Management Publication - A Handbook of Problems and Methods by Mark Oakley (Editor), book Design Management by French researcher Brigitte Borja de Mozota, and Design Management Publications - Paper from London Business School by Peter Gorb (Editor). This new method-based design management approach helps improve communication between technical and marketing managers. Examples of new methods include trend research, triad product effects, style mapping, milieus, product playback, empirical design methods, and service design, providing a more communicative and central role design in the organization.

In the management community the topic of management theory, positioning strategy, brand management, strategic management, advertising, competitive strategy, leadership, business ethics, mass customization, core competencies, strategic intentions, reputation management, and system theory have been discussed. Major issues and debates in design management include topics of design leadership, design thinking, and corporate identity; plus the involvement of design management at the operational, tactical, and strategic levels.

In 1980 Robert Blaich, senior design director at Philips, introduced a design management system that considers design, production, and marketing as a whole. This is an important contribution to the definition of design as a core element in business. In Philips Design, Stefano Marzano became CEO and Chief Creative Director in 1991, continuing the work of Robert Blaich to align the design process with business processes and advance the design strategy as an important asset of the overall business strategy.

After being appointed head of the IBM Design Program in 1989, Tom Hardy, started a strategic design management effort, in collaboration with IBM design consultant Richard Sapper, to return to the roots of the IBM Design Program first established in 1956 by Eliot Noyes, Paul Rand and Charles Eames. The goal is to re-generate IBM brand image with quality driven by customer experience, ability to be approached and contemporary product innovation. The highly successful IBM ThinkPad was the first product to emerge from this strategy in 1992 and, along with other award-winning innovative products that followed, served to position design as a strategic asset for IBM brand change efforts initiated in 1993 by the new CEO appointed Louis V. Gerstner, Jr.

As a consultant who served for 22 years at IBM, Hardy served as Corporate Design Advisor for Samsung from 1996-2003 where his integration with brand design philosophy and guiding principles, together with a comprehensive design management system, became a strategic corporate asset. which significantly helped improve Samsung's image from followers to global brand design leaders and dramatically increased the value of brand equity.

Managing design for innovation (2000s-2010s)

Design management has taken a more strategic role in business since 2000, and more academic programs for design management have been established. Design management has been recognized (and subsidized) across the EU as a function for corporate profits from both companies and countries. Major issues and debates include topics of design thinking, strategic design management, design leadership, and product service systems. Design management is influenced by the following design trends: sustainable design, inclusive design, interactive design, design probes, product clinics, and joint design. It is also influenced by later management trends of open innovation and design thinking.

Thought the term "design management"

In 1965 the term design management was first published in a series of articles in the Journal of Design . This series includes the pre-publication of the first chapter of the book of Design Management by Michael Farr, who is considered the first comprehensive literature on design management. His thinking about system theory and project management leads to a framework on how to handle design as a business function at the enterprise management level by providing the language and methodology for managing it effectively.

The term "architectural management" was coined by Brunton, Baden Hellard and Boobyer architects in 1964 where they highlighted the tensions and synergies between individual project management (job management) and business management (office management). Although they do not use the term "design management", they emphasize the same problem; while the design community discusses the methodology for design. Christopher Alexander's work plays an important role in the development of a design methodology, in which he devotes his attention to the problem of form and context; and focuses on dismantling complex design challenges into constituent parts to approach solutions. The goal is to bring more rationalism and structure into the solution of design problems.

Design Policy (up to 2000s)

The design policy has a history that reaches back to the end of the 19th century, when design programs with roots in the handicraft sector were implemented in Sweden (1845) and Finland (1875). In 1907 Deutscher Werkbund (German Working Federation) was established in Munich to better compete with the United Kingdom and the United States. The success of Deutscher Werkbund inspired a group of British designers, industrialists and businesspeople after they saw the Werkbund Exhibition in Cologne in 1914, to establish the Design and Industry Association and campaign for greater government involvement in the promotion of good design. In 1944 the design management by managing the design policy was used by the British Government. The British Design Council was founded by Hugh Dalton, president of the Council of Commerce in the British war administration, as the Council of Industrial Design with the aim of "to promote by all means practical improvement of design in UK industrial products".

Germany also recognized the importance of national design during World War II. Between 1933 and 1945 Adolf Hitler used design, architecture, and propaganda to increase his strength; demonstrated through the annual Reichsparteitage at NÃÆ'¼rnberg on September 5th. Heinrich Himmler coordinated several design activities for Hitler, including: the all-black SS uniform designed by Professors Karl Diebitsch and Walter Heck in 1933; the Dachau concentration camp, designed by Theodor Eicke, and a prototype for other Nazi concentration camps; and the Wewelsburg redesign commissioned by Heinrich Himmler in 1944.

Since the 1990s promotional design practices have evolved, and governments have used policy management and design management to promote design as part of their efforts to drive technology, manufacturing and innovation.

Promotions and conferences (up to 2000s)

In America, Chicago industrialist Walter Paepcke, from Container Corporation of America, founded the Aspen Design Conference after World War II as a way to bring business and designers together - for the benefit of both. In 1951, the first conference topic, "Design as a management function", was chosen to ensure the participation of the business community. After several years, business leaders stopped attending because of increased participation of designers to change the dialogue, not focusing on the need for collaboration between business and design, but rather the failure of the business community to understand the value of design.

The Royal Society of Arts (RSA) Presidential Medals for Design Management was instituted in June 1964. It was to recognize examples of exceptional design policies in organizations that maintain consistently high standards across all aspects of design management, across industries and disciplines. With this award RSA introduced the term design management . In 1965, the first medal was awarded to four companies; Conran & amp; Co. Ltd, Jaeger & amp; Co Ltd, S. Hille & amp; Co. Ltd and W. & amp; A. Gilbey Ltd in the category of "current achievements" and two companies London Transport and Heal and Son Ltd. in the category of "long pioneering in the field of design management". The medal selection committee includes representatives from the RSA board and the Royal Faculty of Designers for Industry.

The Design Management Institute (DMI) was founded in 1975 at the Massachusetts College of Art in Boston. Since the mid-1980s DMI has become an international non-profit organization that aims to increase design awareness as an important part of business strategy, and to become a leading resource and international authority in design management. One year later the first conference was held. DMI enhanced its international presence and established the "European International Conference on Design Management" in 1997, and a professional development program for design management.

In 2007 the European Commission funded the Award for an Enhanced Innovation and Enhancement Design (ADMIRE) Project for two years, as part of the Pro Inno European Initiative, which is the "focal point for policy analysis, learning and development" of the European Union. The goal is to encourage companies - especially small and medium enterprises (SMEs) - to introduce design management procedures to; enhance their competitiveness, stimulate innovation, build European knowledge sharing platforms, organize European Design Management Awards, and to identify and test new activities to promote Design Management.

Education (1970s)

The teaching design for managers was pioneered at the London Business School (LBS) in 1976 by Peter Gorb (1926-2013), the first Honorary Fellow of DMI and the old Fellow of the RSA. Gorb had previously planted design management at the Burton Retail Group before joining LBS where he later established the Design Management Unit in 1982 (in collaboration with Charles Handy) which he led for over 20 years. In 1979, his lecture at RSA titled The Design and Usage by the Manager provided background recognition of the wide range of designs in industry and commerce, the appreciation of design power as a management resource, and advocated the teaching of design to managers. Gorb produced two books based on a seminar at the Design Management Unit at LBS, Design Talks (1988) with Eric Schneider and Design Management: Papers from London Business School (1990). Gorb is also remembered as introducing the concept of Silent Design, a design done by non-designers, in influential papers with Angela Dumas (1987).

In 1991, the University of Art and Design Helsinki founded the Institute of Leadership and Design Management and established an international training program. The International Design Management Conference was held in the same year by them. In 1995, the Helsinki School of Economics (HSE), the University of Art and Design of Helsinki (TaiK), and the University of Technology (TKK) worked together to create the International Design Business Design Program (IDBM), which aims to bring together experts from various fields in the concept business design management.

Research

The first international research project in the design management, the TRIAD research project, was initiated by Earl Powell, then serving as DMI and Harvard Business School in 1989. In the same year Earl Powell and Thomas Walton, Ph.D. develop Design Management Review and DMI publishes the first edition. This publication focuses only on design management and has been a leading publication of the discipline.

Design and design management has undergone various generations of theories. In the first-generation design that focuses on the object, the second on the process, and the third on the user. A similar shift can be seen in management and design management in almost parallel steps. For design management this has been illustrated by Brigitte Borja de Mozota, using Model Bremen Findeli as a framework. Design management research organized into:

• Organizational study: design in economic or design sectors in large companies, such as Philips or Olivetti
• Descriptive study of specific methods of design management

It is difficult to predict where the purpose of design management research.

src: www.momentdesign.com

Different types

Different types of design management depend on the type and strategic orientation of the business.

Product design management

In a product-focused company, design management focuses primarily on product design management, including strong interaction with product design, product marketing, research and development, and new product development. This design management perspective mainly focuses on the aesthetic, semiotic, and ergonomic aspects of the product to express product quality and to manage multiple product groups and product design platforms and can be applied in conjunction with a user-centered design perspective.

Brand design management

In markets and brand-focused companies, design management focuses primarily on brand design management, including enterprise brand management and product brand management. Focusing on brands as the core to design decisions resulted in a strong focus on brand experience, customer touch points, reliability, recognition, and trust relationships. The design is driven by brand vision and strategy.

Enterprise brand design management

Market-focused organizations and brands pay attention to corporate brand expressions and perceptions. Enterprise design management implements, develops, and maintains corporate identity, or brand. This type of brand management is deeply anchored within the organization to control and influence the company's design activities. The design program plays the role of quality programs in different areas of the organization to achieve a uniform internal branding. It is closely related to strategy, corporate culture, product development, marketing, organizational structure, and technology development. Achieving a consistent brand of company requires designer engagement and broad design awareness among employees. Creative culture, knowledge sharing process, determination, design leadership, and a good working relationship support the corporate brand management work.

Brand product design management

The main focus of product brand management lies in a single product or product family. Product design management is linked to research and development, marketing, and brand management, and is present in the fast moving consumer goods industry (FMCG). Responsible for the visual expression of individual product brands, with a variety of customer-brand contact points and brand execution through design.

Service design management

The design management service deals with the emerging field of service design. It is the planning and organizing activities of people, the infrastructure, communications, and the material components of a service. The goal is to improve the quality of service, the interaction between service providers and their customers, and the customer experience. The increasing importance and size of the services sector in terms of the people employed and the economic interests require services to be well designed to remain competitive and continue to attract customers. Design management has traditionally focused on the design and development of manufactured products; the service design manager can apply many theoretical and methodological approaches alike. A systematic and strategic management service design helps businesses gain competitive advantage and conquer new markets. Companies that proactively identify the interests of their customers and use this information to develop services that create a good experience for customers will open up new and profitable business opportunities.

Companies in the service sector innovate by addressing intangibility, heterogeneity, inseparability, and perishability of service (IHIP challenges):

• Intangible services ; they have no physical form and they can not be seen before buying or taking home.
• Services are vary ; unlike real products, there are no two similar service delivery experiences.
• Services are inseparable ; the act of providing services can not be separated from the actions of customers who eat them.
The
• service is easily damaged ; they can not be inventoried.

Service design management differs in several ways from product design management. For example, the implementation of international service trade strategies is difficult because service evolution from workmanship to service industrialization requires the development of new tools, approaches and policies. While the goods can be produced centrally and sent around the world, the service should be made in place of consumption, which makes it difficult to achieve consistent global quality and cost effective controls.

Business design management

Business design management deals with emerging fields integrating design thinking into management. In organizational and management theory, design thinking forms part of the Architecture/Design/Anthropology (A/D/A) paradigm that characterizes an innovative, human-centered enterprise. This paradigm focuses on collaborative and iterative work styles and add-on ways of thinking, compared to practices related to the more traditional Mathematics/Economics/Psychology (M/E/P) management paradigm. Since 2006, the term Business Design is a trademark by the Rotman School of Management; they define business design as the application of the principles of design thinking to business practice. How the problem-solving designer is an integrative way of thinking characterized by an in-depth understanding of the user, creative resolution of tension, collaborative prototypes, and ongoing modifications and improvement of ideas and solutions. This approach to problem solving can be applied to all business components, and problem-solving management processes form the core of business design management activities. Universities other than the Rotman School of Management offer the same academic education concepts, including Aalto University in Finland, which started the International Business Design Business (IDBM) program in 1995.

Engineering design management

Engineering Design Management is a field of knowledge in engineering management. It represents the adaptation and implementation of customary management practices, with the aim of achieving a productive engineering design process. Engineering design management is primarily applied in the context of an engineering design team, where the activities, output and influence of the design team are planned, guided, monitored and controlled. The output of the engineering design process is ultimately a technical system description. The technical system may be an artifact (technical object), production facility, process plant or any infrastructure for the benefit of the community. Therefore, domain engineering design techniques include high volume, mass production as well as low volume, infrastructure.

Urban design management

Urban design management involves mediation among the various self-interested stakeholders involved in the production of the built environment. Such mediation may encourage joint search for mutually beneficial or integrative development. Integrated development aims to produce sustainable solutions by increasing stakeholder satisfaction with the process and with the resulting urban development.

The development of conventional real estate and urban planning activities is subject to conflicting interests and positional bargaining. An integrative negotiation approach emphasizes mutual benefits. This approach has been applied in land use planning and environmental management, but has not been used as a coordinated approach to real estate development, urban design, and urban planning. Urban design management involves rearranging the chain of events in the production of the built environment in accordance with the principle of integrative negotiation. Such negotiations can be used in urban development and planning activities to reach more efficient agreements. This leads to integrative development and a more sustainable way of producing the built environment.

Urban design management offers prescriptive advice for practitioners who try to organize urban planning activities in a way that will improve sustainability by increasing satisfaction levels. Real estate development and urban planning often occur at very different levels of decision-making. The practitioners involved may have diverse educational and professional backgrounds. They must have conflicting interests. Providing prescriptive suggestions for different groups, perhaps contradictory, requires the construction of a framework that accommodates all of their daily activities and responsibilities. Urban design management provides a common framework to help unify conventional urban and regional planning practices, real estate development, and urban design.

Jobs at the Integrative Negotiation Consensus Building and Mutual Gains Approach provide useful theoretical frameworks for developing urban design management theory. Negotiation theory provides a useful framework for incorporating the perspective of urban planning, urban design, and real estate project proposals on the production of the built environment. Interests , key constructs in negotiation theory, are important variables that will allow integrated development, as defined above, to occur. The work of splitting Roger Fisher and William Ury (1981), Getting to yes , suggests that negotiators focus on mutual interests and benefits rather than bargaining positions.

Architectural management

Architectural management can be defined as a regular way of thinking that helps to realize quality buildings at acceptable cost or as a function of the process with the aim of providing greater architectural value to clients and society. The study by Kiran Gandhi describes architecture management as a set of practical techniques for an architect to successfully practice. The term architectural management has been in use since the 1960s. The evolution of the field of architectural management has not been a smooth affair. Architectural practices were only considered business until after the Second World War, and even then practitioners seemed concerned about the conflict between art and commerce, showing indifference to management. There is a clear conflict between the image of an architect and the need for professional management of the architectural business. The reluctance to embrace management and business as an integral part of architectural practice can also be seen in architectural and publication education programs. It seems that the architectural design management, as well as the architectural management in general, has not been given enough importance. Architectural management falls into two distinct parts: office management or practice and project management. Office management provides an overall framework in which many individual projects are initiated, managed, and completed. Architectural management extends between the design process management, construction, and project management, to the management of the building facilities used. It is a powerful tool that can be applied for the benefit of professional service companies and the total development process, but continues to receive too little attention both in theory and in practice.

src: upload.wikimedia.org

Business

Value for business

Design plays an important role in product and brand development, and is of great economic importance to organizations and companies. Creativity and design in particular (as an activity: design skills, methods and processes) play a growing role in creating products and services with high added value to consumers. Design generates 50% of world export revenue in creative industry products (goods and services). Creative industry workers account for 3.1% of total EU work, which generates 2.6% of the gross EU. The creative industry has achieved an unprecedented average annual growth rate of 8.7 percent in the EU between 2000 and 2005.

The growing importance of the creative (and especially design) industries in the intensive knowledge industry is reflected not only in policies and studies on EU level but has begun design policy and creative policies and programs in developed countries. In addition, design and creativity have been recognized at the regional and local levels as a driving force for competitiveness, economic growth, employment markets, and citizen satisfaction. Investment in creative and cultural industries is considered an essential component of EU growth in the Lisbon Strategy and European strategy 2020; and designers are increasingly involved in innovation issues.

To better understand the value of design and its role in innovation, the EU held a public consultation on the basis of their publication Design as a user-centered innovation driver and has published a mini study Design as a tool for innovation >. This report highlights the importance of design in user-centered innovation and recommends integration of designs into EU innovation policy. In addition to design sections in the export of all creative industry products, design can also have a positive impact on all business performance indicators; from turnover and profit to market share and competitiveness. The results of design management research can be classified as follows:

• The design improves the performance of the company's innovation and communication policy policies
• Design improves the company's global performance; this is a profitable investment
• Design is a profession that creates value at the macroeconomic level
• Design enhances a country's competitive advantage in international competition; it develops export
• Design can help restructure the economic sector in regional economic policy

If and how the design management is applied in the company correlates with the importance and integration of design in the company, but also depends on the type of industry, company size, ownership for design and competitive competence type. A study from the Danish Design Center (DDC) leads to the "Danish Design Ladder", which shows how companies interpret and apply designs in different depths:

1. Non-design: Companies that do not use design (15% in 2007).
2. Design as styling: Companies that use design as styling (17% in 2007).
3. Design as a process: Companies that integrate design into the development process (45% in 2007).
4. Design as innovation: Companies that consider design as a key strategic element (21% in 2007).

Research shows that firms that consider design at a higher level of ladder continue to grow. In addition, the Danish Design Center published Design Design Evaluation in 2006, with the result that most companies regarded design as a promoter for innovation (71%), as a growth potential for the company (79%), and making products are more user-friendly (71%). With the increasing importance of design for the company, design management is also becoming more important.

Design values ​​can be utilized if managed properly. Research by Chiva and Alegre shows that there is no relationship between the level of design investment and business success, but a strong correlation between design management skills and business success. This means that efficient and effective design management is essential to maximize design value. Effective design management improves operating efficiency and process management, has a significant positive impact on process management, improves quality performance (internal and external quality), and improves operating performance. To measure and communicate the value of design management, Borja de Mozota suggests adapting the Balanced Score Card model and composing values ​​in the following four categories:

• Internal business processes: Design management as an innovation process, providing enhanced performance and enterprise processes. Here, these innovations and processes are completely invisible to outsiders.
• Learning and developing: More than advanced design management. The design of explicit knowledge is applied to strategic focus and improve staff quality.
• Customers and brands: Design management as a perception and brand. The design knowledge is applied to the development of corporate differences and strategic position.
• Finance: Economic model of historic design management. Design management as an explicit and measurable value for company reputation and stock market performance.

Relationships to disciplines and other departments

Three different orientations for design management options can be identified in the company. This orientation affects the management perceptions and responsibilities of the design manager in the organization. The strategic orientation is; market focus, product focus and brand focus.

• Product-driven organizations often have design responsibilities in the research and development (R & D) department.
• Market-focused organizations often have design responsibilities in their marketing departments.
• Brand-focused organizations often have design responsibilities in corporate communications.

Depending on the strategic orientation, design management overlaps with other branches of management to different levels:

Marketing management: The concept and elements of brand management overlap with design management. In practice, design management can be part of a marketing manager's job profile, although the discipline includes aspects that are not in the domain of marketing management. These intersections are called "brand design management" and consist of positioning, personality, purpose, personnel, project and practice, where the goal is to improve brand equity.

Operations management: On the operational level design management related to the design project management. Processes and tools from operations management can be applied to design management in the implementation of design projects.

Strategic Management: Due to the increasing importance of design as a differentiator and its supporting role in brand equity, design management deals with strategic design issues and supports the strategic direction of a business or company. The debate on design thinking shows the integration of design thinking into strategic management. Strategic thinking and thinking have some similarities in their characteristics, both synthetic, additive, hypothetical, opportunistic, dialectical, questionable and value based.

Innovation management: The value of the design coordination role in new product development has been well documented. Design management can help improve innovation management, which can be measured by three variables: reducing time to market, by increasing the source and communication skills and developing cross-functional innovation; it stimulates network innovation, by managing the flow of product and customer information with internal (eg team) and external actors (eg suppliers, communities); it enhances the learning process by promoting a sustainable learning process.

Hierarchy

Like strategy management, design can be managed at three levels: strategic (enterprise or enterprise level), tactical (business or individual business units), and operational (individual project level). These three levels have been termed differently by various authors over the last 50 years.

Operational level

Operational design management involves individual project design management and design teams. The goal is to achieve the goals set by strategic design management. The success of good design management can be measured by evaluating the quality of the results of operational design management. This includes the selection and management of design suppliers and includes documentation, supervision, and evaluation of the design and results process. It deals with personal leadership, emotional intelligence, and cooperation with internal communication and management. Regular management functions, tools, and concepts can often be applied to design management at the operational level. This is applied to achieve specific design goals and manage design proposal assessments. This can help build brand equity through the consistent creation and deployment of high-quality design solutions that best fit the brand identity and desired consumer experience, in the most efficient way. Depending on the type of company and industry, the following job titles are related to this role: operational design manager, senior designer, team leader, visual communications manager, corporate design coordinator, and others.

Tactical level

Tactical design management discusses the organization's resource design and design process. The goal is to create a structure for design in the company, bridging the gap between the goals set through the strategic design management and implementation of the design at the operational level. It defines how the design is organized within the company. This includes the use of a central body to coordinate projects and design activities. It deals with defining activities, developing design skills and competencies, managing processes, systems and procedures, assigning roles and responsibilities, developing innovative products and service concepts, and discovering new market opportunities. The results of tactical design management are related to the creation of structures for design within the enterprise, to build internal resources and competencies for the execution of design. Depending on the type of company and industry, the following job titles are related to this function: tactical design manager, design director, & amp; innovation manager, brand design manager, new product development manager (NPD), visual identity manager, and others.

Strategic level

Strategic design management involves the creation of long-term strategic vision and planning for design, and dealing with defining the role of design within a company. The goal of strategic design management is to support and strengthen corporate vision by creating relationships between design and corporate strategy. These include the creation of designs, brands and product strategies, ensuring that design management becomes a central element in the company's strategy formulation process. Strategic design management is responsible for the development and implementation of corporate design programs that affect the vision of design, mission, and positioning. This allows the design to interact with the needs of enterprise management and focuses on long-term design capability. When strategic design management is applied, there is often a strong belief in the potential to differentiate a company and gain a competitive edge with design. As a result, design thinking becomes integrated into the corporate culture. Depending on the type of company and industry, the following job titles are related to this function: strategic designer, strategic design manager, chief designer, design and innovation vice president, chief creative officer, design innovation director, and others.

Roles and responsibilities

Design management is not a standard model that can be projected onto any company, nor is there any specific way to implement it that leads to guaranteed success. The design management process is carried out by humans with different responsibilities and backgrounds, working in different industries and companies of different sizes and traditions, while having different target groups and markets to serve. Design management is multifaceted, and so are different applications and views on design management. The function of design management in an organization depends on the task, authority, and practice.

Tasks

Similar tasks can be grouped into categories to describe job profiles of the design manager. The various categories in management that include design are defined by several authors; these tasks occur on all three levels of design management (strategic, tactical, and operational):

Authority and position

The authority and position of the design management function have a major influence on what the design manager does in his or her daily work. Kootstra (2006) distinguishes types of design management based on organizational functions: design management as a line function, design management as a function of staff, and design management as a support function. Design management as a "line function" is directly responsible for the execution of design in a "major" organizational process and can occur at all levels of the design management hierarchy. The main attribute for the design manager on the line is the authority over and direct responsibility for the outcome. Design management as a function of staff is not directly responsible for the execution of design in the "major" organizational process, but consults as a specialist at all levels of the design management hierarchy. The main attributes for the design manager in this function are limited authority and the need to consult with line and staff managers. When the design process is defined as a "secondary" organizational process, design management is seen as a "supportive function". In this function only has supporting characters, classify the design manager as a creative specialist on product management, brand management, marketing, R & D, and communication. Various authors use different concepts to describe the authority and position of design management; they can be grouped as follows:

src: i.ytimg.com

Design Policy (since 2010)

Today, most developed countries have some sort of design promotion program. The Design Management Institute has dedicated three issues for designing policy development. While initiatives promote design in a variety of complexities, scope, and focus, specific targets tend to lead to the following goals:

• support the business: increase the use of design by companies, especially by small and medium enterprises (SMEs), and grow the design sector (using dimensions);
• promote to the public: increase design exports and attract international investment (international dimensions);
• educate designers: improve design and research education (academic dimension).

A very comprehensive analysis of the design situation at the national level in the UK is a Cox review. Chairman of the Board of Design, Sir George Cox, published Cox Review of Creativity in Business in 2005 to communicate the competitive advantage of design for the UK industry.

The innovation policy has been too focused on the supply of technology, ignoring the demand side (users). There have been several initiatives by the European Commission to support and design research and design management in recent years. However, European policy to support the design has never been planned, due to the inconsistencies and differences in design policies in each country. Nevertheless, there are currently plans to incorporate designs into EU innovation policy.

src: mir-s3-cdn-cf.behance.net

Education sponsors (since_the_2000s) "> Education (since 2000s)

While design management has its origins in business schools, it has increasingly become embedded in the curriculum in design schools, especially at the postgraduate level. The teaching design for managers was pioneered at London Business School in 1976, and the first design management program in design schools began in 1980 at the Royal College of Art (RCA), DeMontfort, Middlesex, Staffordshire. Although, in the UK, some design management courses have not been sustainable, including in RCA, Westminster and Middlesex, other graduate programs have grown including those at Brunel, Lancaster and the recent University of the Arts with each providing a specific point of view on design management.

Fellowship Design Leadership at Oxford University was founded in 2005. That same year, the Stanford University Design Institute established a D-school, a faculty intended to advance multidisciplinary innovation. Finland Aalto University was founded in 2010 and is a merger of three Finnish universities founded - Helsinki Economics School (HSE), University of Arts and Design Helsinki (TaiK), and University of Technology (TKK) - who have been working closely on the IDBM design management program since 1995. Since 2006, the University of Lucerne, Applied Sciences and Arts in Switzerland offers one of several undergraduate studies in design management, which is fully taught in English.

BusinessWeek each year publishes a list of the best programs that incorporate design thinking and business thinking ( D-schools 2009 and D-School Program to Watch 2009 ). The Finnish - The Hot Spot of the Innovation article in the Harvard Business Review shows the interest of business leaders in a mixed education of design and management. Business Schools (such as the Rotman School of Management, Wharton University of Pennsylvania and MIT Sloan Executive Education) have acted in interest and developed new academic curricula.

An integrated education model emerges in the academic world, a model called T-shaped and shaped-education. T shaped professionals are taught general knowledge in several disciplines (eg Management and engineering) and specific, in-depth knowledge in one domain (eg design). This model also applies to companies, as they shift their focus from small innovations (innovations involving just one discipline, like chemists) to great innovation (innovations that involve some disciplines, such as design, ethnography, primary users, etc.). As in education, this turnover destroys important departments and disciplines.

src: degerbaulet.com

See also

src: kaperconsulting.ma

Note

src: www.ihtti.com

References

src: www.ihtti.com

Further reading

Books

Source of the article : Wikipedia