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SDOA 3.2 The Language of Design and Corporate Stakeholders
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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 ...

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 SDOA 3.2 The Language of Design and Corporate Stakeholders Presentation Transcript

  • The Language of Design &www.inforetail.com Corporate Stakeholders www.florianvollmer.com#irinc @florianvollmer
  • Thevalue of Design Context: Marketing
  • 4 Ps 7 Ps Thevalue of Design Communicating Value
  • What can design The learn from this success story?value of Design
  • Process The 5 Discover Define Develop Deliver Discern D’s of Design
  • Outcome and Value The 6 I’s of Design Inspiration Investigation Integration Interpretation Investment Innovation
  • Identifying & Coexisting User Consumer Qualitative Quantitative Design Marketing
  • Ad Navigating Complexity MediaDesign studioDigital Media
  • Navigating Complexity
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • Spend Invest Customer User Short term Long term Buyer Developer Generalist Experts Reactive Prospective Thevalue of Traditional Management Design Design Language and Process
  • On a management levelHurdles to design integration Structure & hierarchy Culture & Processes Lack of understanding Company size Budget allocation Old focus: sales, stocks, prices
  • Thevalue of Design Context: A new user
  • i $ Thevalue of Design Value Shift
  • $ i $ Thevalue of $ Design Value Shift
  • Thevalue of Design Value Shift Source and Copyright: Droog Design
  • Thevalue of Design Context: Business
  • 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
  • Thevalue of Design Context: Business
  • 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
  • 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
  • Thevalue of Design Context: Business
  • Thevalue of Design Context: Business
  • Question: How to navigate design in a complex environment & unify language? Thevalue of Design
  • 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
  • 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
  • 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
  • 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
  • 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