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

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

Research project management in communication design : methodology proposal

The present article results of a research project, which as the main objective simplifying the research project management in communication design. This project intends to demonstrate the importance of an application of a research methodology in professional practice context, to contribute for scientific knowledge, and at last understanding which form the project management can help whether understanding the problem in a holistic view or with respective solution, contributing for communication design projects user centered, taking into account the ergonomics and human factors.info:eu-repo/semantics/publishedVersio

Research Project Management in Communication Design: Design Methodology Applied to Communication Design Research

The present article results from a research project, which, as the objective simplifying the research project management in communication design. This project intends to demonstrate the importance of an application of a research methodology in a professional practice context, to contribute to scientific knowledge, and at last understanding which forms the design methodology applied to research projects can help whether understanding the problem in a holistic view or with a respective solution

The Use of a Multilevel System Model for Analyzing Stakeholders at Different Levels in Health Care Systems

Participatory design or co-design is defined as the active engagement of allstakeholders in a design process. However, in many co-design projects, only endusers are involved. Participants are often considered as the traditionalrepresentatives of a generalized stakeholder group, without prior analysis madeon each individual’s specific interest. These assumptions fail to captureopportunities for integration and satisfy multiple stakeholders simultaneously,which is required to design successful products in complex systems like healthcare. To maximize the benefit of collaboration, it is important for designers toimprove understanding of the participants and their role as a stakeholder in theirproduct’s ecosystem.This study aims to contribute to this understanding by discussing a potentialvisualization method that maps different stakeholders’interest in thedevelopment of new products within the health care system. The method isbased on a Multilevel Design Model and was tested by means of a researchbased-modeling approach, in which several design experts where asked to mapor position several design phenomena on a pre-defined template. Both theselection of the phenomena and the mapping results of the various expertswhere evaluated through comparison.A positive correlation was found between the type of expertise of the differentexperts, and their specific interest in the innovation system. This led to theconclusion that the visualisation method may prove to be a useful instrument foranalysing stakeholders at different levels of institutional and nontechnicalsystems. Therefore, it may potentially help to manage the problem of complexityand resolve equivocality in the design process