84 research outputs found

    Design dis-integration Silent, Partial, and Disparate Design

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    Michael Porter’s frameworks for analysing and planning competitive differentiation (Porter 1980, 1985) are established ‘textbook’ tools, widely taught to business students today. As the claim of design’s strategic importance is increasingly heard, we ask where does design fit in established strategy thinking? This paper documents a proposed conceptual model based on Porter’s value chain model for strategic planning. The concept outlined is the result of the first stage of a larger study of design’s potential role at strategic level and the difficulties faced by organisations in exploiting design strategically. This exploratory phase comprised a review of literature on design management and models of strategy, followed by nineteen interviews with senior design professionals. These then informed a novel revision of the value chain diagram reflecting the strategic role of design, and the identification of three key phenomena concerning design integration (silent design, partial design and disparate design). These phenomena are also represented in modified versions of the value chain. This overall project follows a research approach based on the design research method and on procedural action research, and aims to develop a tool or method to help organisations increase design integration. This project is ongoing, and the results will be published separately. Keywords: Strategic; value chain; silent; partial; disparate; integrated</p

    Trends and Design Relating literature to industry practice

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    In a crowded market place, where technology and functionality are not enough to differentiate a product from its competitors, the product’s appearance is a major driver of consumer preference. But preferences change over time, and product forms need to reflect this in order to stay relevant. This paper addresses the usage of trends by designers to inform the design and evolution of their products. Published theory regarding trends in product form exists in the fashion and consumer behaviour domains, but not in direct relation to the design of consumer products. This paper is preceded by a synthesis of literature in adjacent fields and compares the literature understanding with real industrial practice. Interviews with 9 professionals in trend research, design consultancy, furniture, fashion and architecture, were undertaken to explore the value and usage of trends across a variety of creative fields. The interview data were used to corroborate and enhance the literature understanding. In addition, the study also provides some emerging comparisons between design disciplines. The product designers interviewed were unlikely to use formal trend research methods: inspiration, tacit knowledge and experience accounts for much of their creative output. However, trend consultancies have developed methods of identifying and using trends to develop products for 5-10 years in the future. The fashion industry also has established ways of to rapidly identify or predict trend information. Keywords: Product form; trends; fashion; foresight</p

    Developing a National Design Scoreboard

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    Recognising the growing importance of design, this paper reports on the development of an approach to measuring design at a national level. A series of measures is proposed, that are based around a simplified model of design as a system at a national level. This model was developed though insights from literature and a workshop with government, industry and design sector representatives. Detailed data on design in the UK is presented to highlight the difficulties in collecting reliable and robust data. Evidence is compared with four countries (Spain, Canada, Korea and Sweden). This comparison highlights the inherent difficulties in comparing performance and a revised set of measures is proposed. Finally, an approach to capturing design spend at a firm level is proposed, based on insights from literature and case studies. Keywords: National Design System, Design Performance</p
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