The four powers of design: A value model in design management

This analysis proposes a framework to bridge the gap between the world of designers and the world of managers. Illuminating her thesis with examples from Steelcase, Decathlon, and other companies, Brigitte Borja de Mozota parallels design's ability to differentiate, integrate, transform, and contribute to the enterprise and bottom-line results with a corporate focus on markets, processes, talent, and finances

A theoretical model for design in Management science : the paradigm shift in the design profession for management as a constraint to management science as an opportunity

Design Management has changed greatly since 1990 Peter Gorb definition .The purpose of this paper is to synthetize the various models of Design Management and to explain their limits in front of the paradigm shift of the design profession, changing “from an activity based profession to a knowledge based profession” professor Yjro Sotamaa- UIAH The territory of design in Management science will be developed in detail with the limits of these diverging forces. The converging model of Design value management based not on practices but on management science models will be explained with its proactive force. Finally ,this value model will be applied enhancing its pertinence in the emerging “design leadership” trend and consequently the potential for a “design thinking “ input in front of the new challenges of contemporary managers : sense building, complexity , innovation , Socially Responsible Organizations

Design and competitive edge: A model for design management excellence in European SME's

This article suggests to use the conceptual model of Michael Porter Value Chain in order to integrate all the variables that explain the mechanism of value creation through design. The results of the study of 33 European SMES participating in the European Design Prize explain the role of design in the management of innovation, identify the variables that characterize design management and classify them according to the value chain concept. The main result of this research was the typology of design management strategy. Three clusters emerged through the analysis and the managerial value of design was demonstrated

Forty Years of Research in Design Management: A Review of Literature and Directions for the Future

Defining the research in Design Management (DM) involves the intersection of two disciplines: management sciences and design sciences. We focus on design management research and summarize the diversity of the relationship between these two interdisciplinary fields through a study of the international literature published between 1977 and 2017 on the subject. Firstly, the hybrid territory of design management is defined through its keywords and their evolution; using various definitions of design management, a representation of the place of design within organizations then starts to emerge. Secondly, the analysis focuses on the five key themes of design management developed in the literature— the value of design, the methods and skills of design, the tools of design, its integration in other functions, and the theme of “better manager by design”—as well as the resulting models. Finally, this review of the literature highlights the emergence in the discourse of two complementary forces: design management and design leadership

Value of design competencies within an outcomes-based education

What should we teach to the designers of the future so they can embrace complexity by developing forms that are creative and human, and consider the different aspects of life in a changing world? What are the specific learning outcomes that should be formulated in the planning of a design curriculum? What are the most important design competencies that should be considered in this process? How would design competencies add value to design education? In this paper, we intend to study the value of design competencies within an Outcomes-Based Education (OBE) curriculum framework by understanding the interconnections between design competencies and their related learning outcomes. In this order, we first determine design competencies and subcompetencies as “the proven abilities to use knowledge, skills and personal, social and/or methodological abilities, in work or study situations and in professional and personal development” (Savic & Kashef 2013, p. 990). Then we revisit the definition of design as a profession in the 21st century by a comparative analysis of designers’ perception of their own knowledge, skills and attitudes acquired through their education and applied within their design practice. Finally, we will discuss a new model of design competencies, which would enable educators to articulate practice-based learning outcomes that will in turn enhance the value of design education in the new era

Forty Years of Research in Design Management: A Review of Literature and Directions for the Future

Defining the research in Design Management (DM) involves the intersection of two disciplines: management sciences and design sciences. We focus on design management research and summarize the diversity of the relationship between these two interdisciplinary fields through a study of the international literature published between 1977 and 2017 on the subject. Firstly, the hybrid territory of design management is defined through its keywords and their evolution; using various definitions of design management, a representation of the place of design within organizations then starts to emerge. Secondly, the analysis focuses on the five key themes of design management developed in the literature— the value of design, the methods and skills of design, the tools of design, its integration in other functions, and the theme of “better manager by design”—as well as the resulting models. Finally, this review of the literature highlights the emergence in the discourse of two complementary forces: design management and design leadership

Bridging Strategy from Both Business Economics and Design Sciences

Consensus on the impact of design on perfor-mance can be said to be evident at all three levels of decision-making in organizations: strategic, tac-tical, operational (Brunswicker et al. 2019; Gemser & Leenders 2001). This impact broadly assumes the following forms: • Design impact for strategy in action and customer experience • Design impact for business strategy, process, innovation, and performance • Design impact for cultural change and organization transformation Despite these revelations, precious little guidance is found in the way of forming a holistic view of the why of design science, core capabilities, theo-ries, and methods in business economics and the ultimate pertinence of the design function in any given organization. Similarly, the how, which would outline the ways in which these capacities could be built and coordinated towards the support of stra-tegic design and forward-looking decision-making processes is at best assumed, yet very rarely articulated. This issue includes both the papers from academia and professionals we received through our Call, as well as the results of a complementary survey con-ducted by the editors with Chief Design Officers. Our editorial foreword uses the model (Figure 1) as the framework for a synthesis, linking strategy in design science and strategy in business science: Part I - The vertical axis of Strategy from Vision to Mission through Value: design strategy versus cor-porate strategy, and business economics in design-driven organizations. Part II - The horizontal axis of Strategic Manage-ment and the Strategic design decision path. From design leadership and strategic positioning to busi-ness strategy and design management to strategy in action and design

Design management: changing roles of the professions

This paper sets out to explore how recent changes in procurement in construction have affected the roles that professions play in the design process. It discusses how professions that traditionally took the role of design manager now find themselves participating within previously unforeseen contexts, working in multidisciplinary teams led by contractors and with changed responsibilities at the design stage. Supply chain members who were not previously involved during the early project phases are being engaged at the earliest phases of the project life cycle and even taking leadership roles while designers sometimes work as supply chain partners. A study of design in construction and other sectors shows that in dealing with design management issues it is critical to deepen appreciation for the unique characteristics of design and the design process. The paper argues that contractors and designers taking on design management roles in a dynamic industry seeking to explore best practice and innovative approaches to procurement and in the delivery of projects need to acquire new skills, management education and develop the necessary qualities

Co-design, evaluation and the Northern Ireland Innovation Lab

Around the world there are more than 100 policy labs—multi-disciplinary government teams developing public services and policies using innovation methods to engage citizens and stakeholders. These policy labs use a range of innovation methods and approaches, including co-production, co-creation, co-design, behavioural insights, systems thinking, ethnography, data science, nudge theory and lean processes. Although the methods may vary, one element is consistent: policy labs actively, creatively and collaboratively engage the public and a wide range of stakeholders in jointly developing solutions. The Northern Ireland Public Sector Innovation Lab (iLab) is part of a growing UK and international community of policy labs using co-design to engage with users for value co-creation, aiming to improve public governance by creating a safe space to generate ideas, test prototypes and refine concepts with beneficiaries. Drawing on iLab’s experience, this paper explores three questions: What are the main determinants of effective co-design? What are the unintended consequences of co-design? And what lessons can be learned from iLab and shared with other policy labs