SDOA 3.2 The Language of Design and Corporate Stakeholders

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SDOA – Service Design and Organizational Activation. Enhanced lecture course Gatech 2012, Industrial Design. This presentation is part of the "breadth" part of the lecture series - designed to give service design students an understanding of business-relevant tools and concepts. Includes references to materials from DMI 2011.

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SDOA 3.2 The Language of Design and Corporate Stakeholders

  1. 1. The Language of Design &www.inforetail.com Corporate Stakeholders www.florianvollmer.com#irinc @florianvollmer
  2. 2. Thevalue of Design Context: Marketing
  3. 3. 4 Ps 7 Ps Thevalue of Design Communicating Value
  4. 4. What can design The learn from this success story?value of Design
  5. 5. Process The 5 Discover Define Develop Deliver Discern D’s of Design
  6. 6. Outcome and Value The 6 I’s of Design Inspiration Investigation Integration Interpretation Investment Innovation
  7. 7. Identifying & Coexisting User Consumer Qualitative Quantitative Design Marketing
  8. 8. Ad Navigating Complexity MediaDesign studioDigital Media
  9. 9. Navigating Complexity
  10. 10. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  11. 11. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  12. 12. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  13. 13. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  14. 14. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  15. 15. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  16. 16. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Living on Market-Driven Research-Driven
  17. 17. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Innovation Market-Driven Research-Driven
  18. 18. Advertisement vs Design Concept Craft Obligatory Discretionary Familiar Unfamiliar Low-risk High-risk “Dogs" "Cats" Follow Circle around the problem etc. Patch True Problem Solving Re-Feed Innovation Market-Driven Research-Driven
  19. 19. Spend Invest Customer User Short term Long term Buyer Developer Generalist Experts Reactive Prospective Thevalue of Traditional Management Design Design Language and Process
  20. 20. On a management levelHurdles to design integration Structure & hierarchy Culture & Processes Lack of understanding Company size Budget allocation Old focus: sales, stocks, prices
  21. 21. Thevalue of Design Context: A new user
  22. 22. i $ Thevalue of Design Value Shift
  23. 23. $ i $ Thevalue of $ Design Value Shift
  24. 24. Thevalue of Design Value Shift Source and Copyright: Droog Design
  25. 25. Thevalue of Design Context: Business
  26. 26. Vision Culture Innovation Growth Stock Value Investment & Focus Intervention Point for Design Thevalue of Design Focus for Market Success Inspiration: Marty Neumeier, The Designful Company
  27. 27. Thevalue of Design Context: Business
  28. 28. Intangible Tangible Value Value End-user Value 1 2 The Corporate Value 3 4value of Design Dimensions of Value Inspiration: Robert Bau, Designing for Recovery
  29. 29. 1 Intangible Tangible Value value Value End-user Value 1 2 The Intangible and Corporatetangible benefits Value Intangible and 3 tangible costs 4value of Design Dimensions of Value Inspiration: Robert Bau, Designing for Recovery
  30. 30. Thevalue of Design Context: Business
  31. 31. Thevalue of Design Context: Business
  32. 32. Question: How to navigate design in a complex environment & unify language? Thevalue of Design
  33. 33. D3 Matrix D3 Matrix helps distinguish types of design initiatives Developing New Balanced Build HP IP Build IP Design to Innovate Markets Innovation Proprietary assets create a Cultivating new growth Portfolio sustainable advantage prospects Coordinated roadmaps lead to short and long term success Design to Innovate (D2I) Innovating by creating new markets, portfolios, and IP Design to Differentiate Anticipating A Cohesive The Wow Factor Demand System An emotionalconnection to An emotional connection HP offerings to business offerings Addressing unmet needs Coordinating product with compelling solutions portfolios to work better together Design to Differentiate (D2D) Differentiating through anticipating demand, creating products that link Efficient Design Simplified A User Aware together, and connecting with consumers Design to Simplify Processes Technology Supply Chain Process improvement and Experiences Optimizing the supply the efficient use of assets chain in a way that doesn t Improving user interactions across a range of products sacrifice the customer experience Design to Simplify (D2S) Simplifying design processes, The Development Process Portfolio of Products Specific to D2x portfolios, and the supply chain Business Experiences, Capital, Corevalue of Processes and Tools Solutions and Services Technologies and Assets Design This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to © Copyright 2011 Hewlett-Packard Hewlett Packard and Jump Associates
  34. 34. Innovating by creating n markets, portfolios, and Design to Differentiate Anticipating A Cohesive The Wow Factor Demand System An emotionalconnection to An emotional connection HP offerings to business offerings Addressing unmet needs Coordinating product with compelling solutions portfolios to work better together Design to Differentia Differentiating through a demand, creating produ Efficient Design Simplified A User Aware together, and connectin Design to Simplify Processes Technology Supply Chain Process improvement and Experiences Optimizing the supply the efficient use of assets chain in a way that doesn t Improving user interactions across a range of products sacrifice the customer experience Design to Simplify (D Simplifying design proc Development Process Portfolio of Products Specific to D2x portfolios, and the supp Business Experiences, Capital, Core Processes and Solutions and Technologies The Tools Services and Assetsvalue of Design This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to © Copyrigh Hewlett Packard and Jump Associates
  35. 35. trixMatrix helps distinguish types of design initiatives Developing New Balanced Build HP IP Build IP Design to Innovate Markets Innovation Proprietary assets create a Cultivating new growth Portfolio sustainable advantage prospects Coordinated roadmaps lead to short and long term success Design to Innovate (D2I) Innovating by creating new markets, portfolios, and IP Design to Differentiate Anticipating A Cohesive The Wow Factor Demand System An emotionalconnection to An emotional connection HP offerings to business offerings Addressing unmet needs Coordinating product with compelling solutions portfolios to work better together Design to Differentiate (D2D) Differentiating through anticipating demand, creating products that link Efficient Design Simplified A User Aware together, and connecting with consumers The Design to Simplify Processes Technology Supply Chain Process improvement and Experiences Optimizing the supply the efficient use of assets chain in a way that doesn t Improving user interactions sacrifice the customer Design to Simplify (D2S) value of across a range of products experience Simplifying design processes, Development Process Portfolio of Products Specific to D2x portfolios, and the supply chain Design Business Experiences, Capital, Core Processes and Solutions and Technologies Tools Services Packard and Jump Associates Hewlett and Assets
  36. 36. D3 Matrix Other companies are examples of D3 Matrix goals Developing New Markets Balanced Innovation Build HPIP Build IP Design to Innovate Portfolio new model for car usage for a portfolio of traditional products labs legendary for producing new group of consumers while exploring more playful innovative IP that underpins its products like the Aibo Robot products Anticipating Demand A Cohesive System The Wow Factor Design to Differentiate anticipates needs for quick and products work seamlessly and revived an icon (VW Beetle), easy alternatives to preexisting speak the same design language and designed every detail of products, like Swiffer the experience Efficient Design Processes Simplified Technology A User Aware Supply The Design to Simplify Experiences Chain redesigns and redefines techvalue of Using the same foot bed allows the designers to focus on the top part of the shoe experiences, like airport check-in, for simplicity and ease optimized its supply chain and production to deliver a consistent experience no matter where Business Processes and Tools Experiences , Solutions & Services Capital, Technologies & Assets Design This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to © Copyright 2011 Hewlett-Packard Hewlett Packard and Jump Associates © Copyright 2011 Hewlett-Packard
  37. 37. A system, tools and way of thinking for Design Practice Measure Design Using Design Metrics Developing New Balanced Innovation D2I Build HP IP Markets Portfolio Building a Business Case Anticipating D2D A Cohesive System The Wow Factor Demand Using the D3 Efficient Design Simplified A User Aware D2S Technology Process Supply Chain Experience Development Portfolio of Specific to Process Products D2X Logic Model Practice Design Design Thinking Abstract Design Training Frameworks Principles Analysis Synthesis Discoveries Solutions Best Practices Articles Concrete Manage Design The Design Job Architecture Design Skills Inventory Culture 33% -2% Planning 70% 60% 50% 40% 30% 20% 10% 41% +2% from 2H06 40% -5% 1H07 2H06 Processes 0% D2 Ivalue of Design Capability Index D2 D D2 42% 50% S -4% 0% People Resources Design Recruitment Benchmarking Design Change Management This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to © Copyright 2011 Hewlett-Packard Hewlett Packard and Jump Associates

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