Design Business Hong Kong

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the presentation is based on a talk given at the design ed asia, Hong kong 2009

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Design Business Hong Kong

  1. 1. DESIGN BUSINESS SCHOOLS, A SIGN ON THE HORIZON?! Prof. Jurgen Faust, CAO IED prof. jurgen faust Monday, November 30, 2009
  2. 2. THE CRISIS Crisis of MBA? Business Schools? Is it the educational system? prof. jurgen faust Monday, November 30, 2009
  3. 3. SYSTEMIC PROBLEM? ... within the management education? ... in our societies? prof. jurgen faust Monday, November 30, 2009
  4. 4. Monday, November 30, 2009
  5. 5. SOLUTION? However designers and business leaders have long spoken different languages and circulated among different cultures. But this is changing. Today, top global business schools such as Harvard, UCLA, USC, Stanford, Northwestern and Instead are now teaching design strategy as part of their marketing program. (Mackintosh 2008) prof. jurgen faust Monday, November 30, 2009
  6. 6. KELLEY HOLLAND March 15, 2009 in New York Times highlights the failed corporate  leadership which was instrument in creating the present crisis in the world economies. Says Kelley: ” The master’s of business administration, a gateway credential throughout corporate America, is especially coveted on Wall Street; in recent years, top business schools have routinely sent more than 40 percent of their graduates into the world of finance. But with the economy in disarray and so many financial firms in free fall, analysts, and even educators themselves, are wondering if the way business students are taught may have contributed to the most serious economic crisis in decades.” prof. jurgen faust Monday, November 30, 2009
  7. 7. WHAT COULD HELP AND REDIRECT? prof. jurgen faust Monday, November 30, 2009
  8. 8. EACH STUDENTS TO THINK LIKE DESIGNERS (Roger Martin, Head of Canada’s Rotman School of Management) prof. jurgen faust Monday, November 30, 2009
  9. 9. IN BUSINESS THE WICKED NATURE OF STRATEGIC PROBLEMS CALLS FOR ELEMENTS OF BOTH OUR SCIENTIFIC AND ARTISTIC METHODS (Jeanne Liedka, 2005) prof. jurgen faust Monday, November 30, 2009
  10. 10. WHAT IS DESIGN? ...DESIGN IS ALWAYS CONNECTED WITH PLANNING prof. jurgen faust Monday, November 30, 2009
  11. 11. IT IS PLANNING THE UNKNOWN prof. jurgen faust Monday, November 30, 2009
  12. 12. THE MICROCOSM OF DESIGN 7 STEPS: (K. Weick, 2005) prof. jurgen faust Monday, November 30, 2009
  13. 13. 1. DESIGNING FROM PURPOSE TO PRINCIPLES, TO CONCEPT, TO STRUCTURE AND THEN TO PRACTICE. prof. jurgen faust Monday, November 30, 2009
  14. 14. 2. LIMITS OF DESIGN ITS HARD TO AGREE ON SOMETHING BEYOND INTENT, SENSE OF DIRECTION, THE PRINCIPLES OF CONDUCT. 3. ITS ABOUT AGREEMENT, THE ELEMENT OF ORGANIZING. prof. jurgen faust Monday, November 30, 2009
  15. 15. 4. IT IS ABOUT IDENTITIES AND STRUCTURE REDEFINED, REDONE AND CHANGED. prof. jurgen faust Monday, November 30, 2009
  16. 16. 5. IT IS ALSO ABOUT MAKING, IMPROVISING, AND COBBLING TOGETHER. 6. IT IS ABOUT FLOW, MOTION, DYNAMICS, UPDATING, NEGOTIATING, AND MALLEABILITY. prof. jurgen faust Monday, November 30, 2009
  17. 17. 7. IT IS ABOUT FEELING, INTENSITY, PASSION, CUNNING, AND EXPLODING. IT IS ABOUT HEART AS MUCH AS HEAD. prof. jurgen faust Monday, November 30, 2009
  18. 18. DESIGN Design Development DEVELOPMENT Products Interfaces Multiuser systems/ Projects Discources Goods, Services Utility Natural interactivity Networks Social viability Generativity and Identities Functionality Understandability Informativeness Directionality Rearticulability Marketability Universal aesthetics Reconfigurability Connectivity Commitment Solidarity Symbolic diversity Folk and local /adaptability Accessability aethetics after H. Krippendorff prof. jurgen faust Monday, November 30, 2009
  19. 19. DESIGN UNDERLIES A DISCOURSE DESIGN IS DISCOURSE prof. jurgen faust Monday, November 30, 2009
  20. 20. WHAT WE NEED DESIGN DISCOURSE ABOUT A MANAGEMENT CULTURE prof. jurgen faust Monday, November 30, 2009
  21. 21. WHERE IS THE INTERSECTION BETWEEN DESIGN AND MANAGEMENT? prof. jurgen faust Monday, November 30, 2009
  22. 22. INTERACTION DESIGN (Buchanon 2004) prof. jurgen faust Monday, November 30, 2009
  23. 23. WHY? INTERACTION DESIGN IS FUNDAMENTALLY ABOUT HOW PEOPLE RELATE TO OTHER PEOPLE AND HOW PRODUCTS (Buchanan 2004) prof. jurgen faust Monday, November 30, 2009
  24. 24. THREE TRADITIONAL DOMAINS OF DESIGN AND MANAGEMENT THE OBJECTIVE - THE SOCIAL - THE SUBJECTIVE (Ehn, 1997) prof. jurgen faust Monday, November 30, 2009
  25. 25. the subjective world the interactive world is centered on emotional where complexity requires several participants experiences and processes are driven by social aspects. and creativity and the quality The understanding of design comes through interpretation is a question and communication, which we call design discourse of aesthetics products goods interfaces multiuser systems projects discourses services and and identities networks the objective world like traditional management and design, which is organized by objectives. It is rationalistic in its understanding of design. Quality and management means here prediction and control. prof. jurgen faust Monday, November 30, 2009
  26. 26. THE NEW DESIGN BUSINESS SCHOOL RESTS ON A COMPREHENSIVE DESIGN THINKING prof. jurgen faust Monday, November 30, 2009
  27. 27. WITHIN DESIGN DISCOURSE WE DIFFERENTIATE MANAGEMENT: DECISION ATTITUDE DESIGN: DESIGN ATTITUDE, SOLUTIONS AND REFINING, ITERATION prof. jurgen faust Monday, November 30, 2009
  28. 28. design attitude, solutions and refining, iteration Managing as Designing Designing Design Management Managing decision attitude prof. jurgen faust Monday, November 30, 2009
  29. 29. design attitude, solutions and refining, iteration Managing as Designing Designing Design Management Managing decision attitude prof. jurgen faust Monday, November 30, 2009
  30. 30. Designing Deciding prof. jurgen faust Monday, November 30, 2009
  31. 31. DESIGN DISCOURSE ABOUT A MANAGEMENT CULTURE prof. jurgen faust Monday, November 30, 2009
  32. 32. MANAGEMENT ACTION INTELLIGENCE - DESIGN - CHOICE (H. Simon, 1977) prof. jurgen faust Monday, November 30, 2009
  33. 33. INSTEAD OF CHOICE - INTELLIGENCE - DESIGN CHOICE - DESIGN - INTELLIGENCE DESIGN - CHOICE - INTELLIGENCE DESIGN - INTELLIGENCE - CHOICE INTELLIGENCE - CHOICE - DESIGN (Boland, 2005) prof. jurgen faust Monday, November 30, 2009
  34. 34. Designing intelligence-design-choice intelligence-design-choice intelligence-design-choice Deciding prof. jurgen faust Monday, November 30, 2009
  35. 35. INTELLIGENCE (SCIENCE) EXPLAINS WHAT IS DESIGN WHAT DOES NOT EXIST (Buchanon, 1992) prof. jurgen faust Monday, November 30, 2009
  36. 36. MANAGEMENT PARADIGM the classic MBA paradigm inductive and is solving problems deductive through known reasoning case studies DESIGN PARADIGM the design paradigm abductive differentiation reasoning: between tame and designers never know wicked what the outcome problems will be prof. jurgen faust Monday, November 30, 2009
  37. 37. THE CURRICULUM - Advanced Management - Global Business and Strategy design thinking through Design - Integrated Leadership - Production and Operation case studies Perspective - General Management Management - Accounting and design and Design Processes - Leadership and - Economics Organizational Behavior - Finance - Strategic Design - Marketing - Sustainability and Ethics design culture Basics of Economics - Accounting - Design Research - Design Theory - Individual Problem Framing - Careers - Data and Decision Analysis - Design-leading - Decision-making and Designing prof. jurgen faust Monday, November 30, 2009
  38. 38. ADVANTAGE: CULTURE IS BASED ON DESIGNING THEREFORE WE GUARANTEE A SYSTEMIC SHIFT prof. jurgen faust Monday, November 30, 2009
  39. 39. ISTITUTO EUROPEO DI DESIGN: IS WORKING ON A DESIGN BUSINESS SCHOOL IN BARCELONA TO OPEN 2010 prof. jurgen faust Monday, November 30, 2009
  40. 40. IED NETWORK Milano Torino Barcelona Venezia Madrid Roma Rio São Paulo prof. jurgen faust Monday, November 30, 2009
  41. 41. THANKS FOR LISTENING! (PROF. JURGEN FAUST, IED) prof. jurgen faust Monday, November 30, 2009

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