Business Needs Design Now
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Business Needs Design Now

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An increasingly complex ecosystem requires business leaders to adopt a different kind of skillset and mindset, a mindset that is common among design professionals.

An increasingly complex ecosystem requires business leaders to adopt a different kind of skillset and mindset, a mindset that is common among design professionals.

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  • Nicely done, thank you for sharing
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  • interesante presentacion sobre administracion, me fue de mucha utilidad en mis estudios, tambien comparto con ustedes la noticia sobre Ana Patricia Botin http://www.mujeresycia.com/?x=nota/33737/1/ana-patricia-botin-la-mujer-mas-reputada saludos.
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  • Hi, I used some wording from your presentation for a mini blogpost: https://plus.google.com/103275432614822082632/posts/CBGYDc7SXNT
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    Business Needs Design Now Business Needs Design Now Presentation Transcript

    • EXERCISE #1: “What is it that designers do?”
    • Business needs design now, more than ever.
    • “ Design, in short, is becoming an ever more important engine of corporate profit: It's no longer enough simply to outperform the competition; to thrive in a world of ceaseless and rapid change, businesspeople have to outimagine the competition as well. They must begin to think – to become – more like designers. -Roger Martin, dean of the Rotman B-school http://www.fastcompany.com/magazine/109/open_design-tough-love.html
    • “ Design, in short, is becoming an ever more important engine of corporate profit: It's no longer enough simply to outperform the competition; to thrive in a world of W hat kind ceaseless and rapid change, businesspeople of – to sign? have to outimagine the competition as well. They must begin to think debecome – more like designers. -Roger Martin, dean of the Rotman B-school http://www.fastcompany.com/magazine/109/open_design-tough-love.html
    • Product design
    • Product Design Experience Design
    • Product Design Experience Design Design of Business
    • Digital Music, c.2001 Design of Business
    • Hard Drive? Flash drive? MP3 CD? ‘Rip’ my CD? Digital Music, c.2001 MP2? MP AIFF? what? Wav? MP3? Design of Business
    • Hard Drive? Flash drive? MP3 CD? ‘Rip’ my CD? “No Market MP2? Leader” MP AIFF? what? Wav? MP3? Design of Business
    • Hard Drive? Flash drive? MP3 CD? ‘Rip’ my CD? MP2? MP AIFF? what? Wav? MP3? Design of Business
    • Hard Drive? Flash drive? MP3 CD? ‘Rip’ my CD? “value of the MP2? network” Design.pdf MP AIFF? www.andrewhargadon.com/Relea se/Hargadon_DMR_Leading_by_ what? Wav? MP3? Design of Business
    • lifestyle devices easy importing of music from CDs and other ‘sources’ Product Design (ahem!) transparent Experience digital audio Design formats Design of Business
    • Design as outcome Design as process
    • Design as outcome Design as process Jess McMullin www.bplusd.org
    • Design as outcome Design as process Jess McMullin www.bplusd.org
    • Design as outcome Design as process Jess McMullin www.bplusd.org
    • Design as outcome Design as process
    • skills same thinking tion) applica (d ifferent Design as outcome Design as process
    • skills same thinking tion) applica (d ifferent ...and a Design as different perspective outcome to traditional strategy- making Design as process
    • Business needs design now, more than ever.
    • Business needs Why now? design now, more than ever.
    • Why design is neede d now! ANSWER #1: the limits of efficiencies.
    • New sources of competitive advantage: 1960s & 1970s Making things cheaper Advantage from Cost Division of labor, MTS, mass production 1980s & 1990s Making things better Advantages from Quality and Speed Lean, JIT, exible specialization, automation 2000s Making better things Advantages from Aesthetics and Authenticity, Design, innovation, uniqueness Source: Stuart Rosenfeld, Regional Technology Strategies, Inc. (2006)
    • this view leads to ‘design’ as a differentiator:
    • this view leads to ‘design’ as a differentiator: But ‘design’ in this sense is about something you produce - an outcome.
    • this view leads to ‘design’ as a differentiator: What if the Strategy is flawed? But ‘design’ in this sense is about something you produce - an outcome.
    • Why design is neede d now! ANSWER #2: increasingly complex interdependent ecosystems
    • http://darmano.typepad.com/logic_emotion/2007/01/sobering_though.html
    • http://darmano.typepad.com/logic_emotion/2007/01/sobering_though.html Coopetition
    • http://darmano.typepad.com/logic_emotion/2007/01/sobering_though.html Coopetition 3rd Party Developers
    • http://darmano.typepad.com/logic_emotion/2007/01/sobering_though.html Coopetition Government Regulations 3rd Party Developers
    • http://darmano.typepad.com/logic_emotion/2007/01/sobering_though.html Global Market Coopetition Government Regulations 3rd Party Developers
    • http://darmano.typepad.com/logic_emotion/2007/01/sobering_though.html Global Market Coopetition “The iPhone is a cool product. But it can be revolutionary if it becomes a cool ecosystem.” Government Regulations 3rd Party Developers Bruce Nussbaum, Business Week
    • increasingly complex
    • commoditiz ation of goods & services increasing interdependence mergers & acquisitions environmental degradation economic & political uncertainty rate of technology change complex increasingly new forms of com petition globalization social change a networked economy deregulation & privatization a value chain that can’t be controlled
    • The long term winners in complex ecologies are those that fit with an environment, compete within a context of cooperation, and create systems that become increasingly complex while remaining extremely flexible.
    • “ ...we must understand that businesses are complex systems; each is composed of myriad independent quot;partsquot; (employees, information systems, teams, customers, partners, and so on) that work together to meet business goals. What makes them complex is their endless variety of parts (e.g., no two employees are the same) and the sophisticated web of relationships they make up. This inherent complexity makes the behavior of the business largely unpredictable, and generally uncontrollable by those relatively few parts in leadership positions (just as ant colonies or bee swarms are not controlled by their respective queens). -Marc Rix, Chaotic IT http://chaoticit.blogspot.com/2007/02/chaotic-innovation-give-mavericks-keys.html
    • organizations as organisms
    • “Wait, are we talking about business or biology?”
    • “ My countless conversations with boards of directors and senior management have revealed that these people are unfamiliar with current thinking... thinking that has been accepted by scientists and philosophers for decades. These very same breakthroughs in thinking are responsible for generating the technologies that are reshaping life for everyone in the world and are being applied in every science and by virtually every master practitioner in all fields of human endeavor. Politics, business, and education have managed to remain far behind in their integration of new thinking.
    • THE PROBLEM: We are no longer in an Industrial Era. (yet we still manage things as if we were)
    • EXERCISE #2: e or The next time you are sitting in an executiv untable management mee ting, or anywhere that people acco d in a for the perfor mance of a corporation are engage id. discussion, listen very carefully to what is sa a new Listen to the idea s, and notice if they resonate with of way of thinking - a way of thinking that is capable rapidly achieving a marketplace advantage in today’s changing environment. d notice As you listen, set aside the current buzzwords an erent from what remai ns. Do you hear theory that is diff s ago? what you might have heard decade
    • “Beat the competition!” What kind of thinking would produce this statement? Is this a finite game with agreed on rules and a clear winner? Are we at war with someone? Are there clearly defined players? Are the stakes defined? How will we know when we’ve won? Is this really a worthwhile goal?
    • A complex ecosystem requires business leaders to adopt a different kind of skillset and mindset.
    • Business needs design now, more than ever.
    • Business needs design M a Design now, more indset! than ever.
    • This is not about having ‘design’ in your title (or not). This is about a mindset and skillset that can produce better results. A ‘design’ mindset.
    • “ The trouble is, when confronted with a mystery, most linear business types resort to what they know best: They crunch the numbers, analyze, and ultimately redefine the problem “so it isn’t a mystery anymore; it’s something they’ve done 12 times before,” Martin says. Most don’t avail themselves of the designer’s tools — they don’t think like designers — and so they are ill-prepared for an economy where the winners are determined by design. http://www.fastcompany.com/magazine/93/design.html
    • “So, what are the differences?”
    • planning vs thinking
    • planning vs thinking solving vs framing
    • planning vs thinking decision attitude vs design attitude solving vs framing
    • planning vs thinking decision attitude vs design attitude exhortations vs strategic intent solving vs framing
    • planning vs thinking decision attitude vs design attitude exhortations vs strategic intent solving vs framing process vs play
    • planning vs thinking decision attitude vs design attitude exhortations vs strategic intent solving vs framing process vs play analysis vs synthesis
    • planning vs thinking decision attitude vs design attitude exhortations vs strategic intent are stillsolving vs framing These tant impor process vs play analysis vs synthesis
    • planning vs thinking decision attitude vs design attitude exhortations vs strategic intent are stillsolving vs framing These tant impor Bu t these process vs play ar e vital analysis vs synthesis
    • Design minded folks are really good at: Observation. Framing problems. Prototyping solutions. Working with imperfect data. Focusing on people. Caring about the details. Creating narratives. Envisioning unseen opportunities. Casting visions of the future. Synthesizing information. Systems thinking. Abductive thinking.
    • Increasing Complexity needs really good Problem Framing to enable Revolutionary Solutions
    • Increasing Complexity needs really good Problem Framing Design thinking to enable i s needed here!! Revolutionary Solutions
    • EXERCISE #1: “What is it that designers do?”
    • “Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.” - Herbert Simon
    • What is possible? Not what is likely, what’s probable, or what’s predictable. What is possible?
    • “The best way to predict the future is to invent it.” - Alan Kay
    • ME MY PERSONAL SITE THE BEST WAY TO REACH ME
    • Highly recommended reading: www.andrewhargadon.com/Release/Hargadon_DMR_Leading_by_Design.pdf