Long-term (5-9 years) strategy
Design Management Institute
Strategic Design Planning
Professor Vijay Kumar
Institute of Design
Spring 2008
Ulrike Anders
Margaret Jung
Nanqian Xu
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Project statement
How can DMI build on its current strengths to
become a more relevant and innovative service to
the Design community?
When the Design Management Institute (DMI) was founded in 1975, as a professional organization for senior
level design managers - it was on the forefront of the field and already understood design as an essential part
of business strategy. But over the last 25 years, the DMI has not been able to adequately address the changes
within the marketplace. Other organizations have come to successfully share the design management market.
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Research & Analysis Research & Analysis Synthesis
Context User Strategic direction
Trends Interviews Themes
Competition Insights matrix Roadmap
DMI diagnosis
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Trends
Business Design People Culture Technology
Telework Integration of Continuing Social networking Move from offline
More employees Design into R&D education People share interests to online media
enjoy flexibility in process Education doesn’t and activities in Information and
working location Design has a happen in college online communities. communication
and hours. discipline becomes only, people get moves from offline
more accepted in trained all their life. Focus on regional/ to online media.
Smaller the business world. local characteristics
organization Information Mobile technology
Small organizations Strategic accessibility Growth of Asian becomes an
and start-ups have contribution of Information is easily market integrated part of
the opportunity to Design is expected. accessible via new Asian markets communication.
enter market. media. become more
Move from design important. Read/write web
Outsourcing of visual layer to Personalization of Web 2.0
Manufacturing or human centered content, products Wisdom of crowds technologies allow
Design is often Design. and services. Many individuals participation by
outsourced to provide content and users.
a third-party T-shape designers User generated make decisions rather
company. Designers are content & open than a few experts.
specialist in one sharing
area, while genralist People provide Transit culture
in related fields. information People live and work
and share their in many cultures.
information online.
Move from transaction
to experience society
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Competitors
DMI TED created a global community around
TED The TED conference covers broad set of
AIGA
website with live streaming videos and ar-
innovative and forward thinking topics.
Businessweek chive of videos.
3
2
1
0
-1
AIGA structures volunteer process which in- AIGA builds on activism of Businessweek created system that
-2
volves entry level designers and students. local chapters. branches offline, online, video and au-
dio.
-3
Business Network Enabling Core Product Product Service Channel Brand User
Model Processes Processes Performance System Experience
Finance Processes Offerings Delivery
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DMI diagnosis Core competencies
Product Performance Customer Service Operational Achievement
Credible Content Senior-level profes- International presence Event
sional membership organization
DMI has produced 45 DMI’s members are CEOs, 38% of DMI’s members are DMI organizes 4
case studies with Harvard Design managers, Creative from other countries than conferences per year.
Business School which directors, Marketing the U.S. DMI’s international
have been published in directors, brand managers members come from 44 DMI has developed
Harvard Business Review. etc. countries. 19 seminar series that
have been conducted
Design practitioners and DMI’s objective is to DMI hosts a yearly conference in over 130 sessions
experts provide magazine assist design managers to in Europe and started a internationally.
articles and conference become leaders in their conference series in Asia last
presentations. profession. year.
DMI hosts regular seminars in
Europe.
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Value flow among stakeholders
Thought
One way communication to members
Other
leaders /
fields of Design
innovation
Content pro-
community No significant contribution from the
viders
board
Not integral to design community or
other fields of innovation
Board DMI Members
Money
Sponsors Partners Recognition
Knowledge
Networking
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Research & Analysis Research & Analysis Synthesis
Context User Strategic direction
Trends Interviews Themes
Competition Insights matrix Roadmap
DMI diagnosis
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User research Methods
We conducted phone interviews with 16 stakeholders
President Board Member International member
Jeannette
Hanna Sam Ciulla
Tom Lockwood VP CEO Willem Boijens
President Brand Strategist CIULLA ASSOC Germany
Staff
Patricia Olshan Peter Phillips Toni Marnul
Membership & Design Strategy Drector Il Sung Chung
Communication Consultant Design Strategy Korea
Advisor Non-member
Chris Hancock Darrel Rhea Jim Hyes Ido Mor
System Manager CEO, Cheskin Designer, Brand Student
John Tobin Chris Bedford Ayush Agarwal
VP President Business Analyst
Business Operator Karo Group McKinsey & Co
Alyssa
Kierkegaard
Seminar &
Conferences
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Insightmatrix
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Insight 1 Relationship with members
Other
Thought Building connections
leaders /
fields of
Content pro-
Design with members
innovation community
viders
Responding to regional
and cultural differences
Serving diverse needs of
members
Board DMI Members
Sponsors Partners
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Insight 2 Social network
Other
Thought Fostering a social
leaders /
fields of
Content pro-
Design network between people
innovation community
viders
Board DMI Members
Sponsors Partners
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Insight 3 Innovation & Content
Other
Thought Growing the impact of
leaders /
fields of
Content pro-
Design design
innovation community
viders
Creating and sharing
knowledge
Integrating emerging
ideas
Board DMI Members
Sponsors Partners
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Insight 4 Governance and structure
Other
Thought Establishing effective
leaders /
fields of
Content pro-
Design governance
innovation community
viders
Using technology to
connect with people
Board DMI Members
Sponsors Partners
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Challenges
ineffective internal operations
Lack of processes and interpersonal challenges complicate the process to get things done inside the
organization
inability to change
Opposed to DMI’s static approach to design managements, competitors have been able to respond to
changes in the market
one fits all approach
DMI is U.S. centric and focused on design in corporations leaving out diverse member needs
offering services to a selected member base
DMI targets senior managers which build barriers to younger generation
frustration about lagging organization among members
Members who are looking to advance the fields of design are prone to leave the DMI to be active in
other programs
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Research & Analysis Research & Analysis Synthesis
Context User Strategic direction
Trends Interviews Themes & Concepts
Competition Insights matrix Roadmap
DMI diagnosis
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Workshop
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Strategic direction
it’s not about what services dmi offers
it’s about how dmi does it
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Strategic direction
involve and leverage highly skilled members to build
a community of practice
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Themes
INVOLVE CONNECT EXPAND
Involving and leveraging members Connecting members Expanding the influence of design
Establish a network Build a community Bring design to other fields
Motivate participation Collaborate to learn from each other Institute the value design
Organizational transparency Customize services
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Concepts
INVOLVE CONNECT EXPAND
Involving and leveraging members Connecting members Expanding the influence of design
Establish a network Build a community Bring design to other fields
Members profile & search Referrals and invitation only Competitions and awards
Member of the week Support network before & after Advertising
Cultural mentor conference Community beyond DMI B-school courses
Local chapters Volunteering Include artistic side
Motivate participation Collaborate to learn from each other Institute the value design
DMI ambassador Design challenge DMI junior/DMI senior
Credit for content Special interest groups Education for children/in schools
Reviews and ratings Copyright of content Partner with design schools and
Conference of conferences students
Organizational transparency Mentoring
Publish annual report Customize services
Active sub-groups Design tourism/ study abroad
Assigned contact person Different tiers of membership
Anywhere/anytime content
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Advantages
for members:
up-to-date and interesting content
easy access to colleagues
local and global networking
build reputation
for dmi:
build thought-leadership
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Challenges
get stakeholders buy-in
Especially staff and board are accustomed to ‘old’ culture and may be resistant to change
reputation of dmi
DMI is perceived as static organization, it will take time to change the public’s and communitie’s attitude
towards DMI
motivation of members
DMI’s members are senior design managers, DMI will need to demonstrate the benefit of participation in
order to incentivize and motivate members to take part
financial and technical ability
Financial planning and a technology assessment are needed
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Implementation roadmap
near term medium term long term
Cultural mentor Special interest group
Support network Community beyond DMI
Member profile & search before & after conference DMI senior/DMI junior
Assigned contact person
Competition/award
Mentoring Referrals and invitation only Different tiers of membership
Partner with
Network Publish annual report Active sub groups Include artistic side design schools & students B-schools courses
Strategy
Content
Experience DMI ambassador Credit for content On demand content Copyright of content
Conference of conferences
Education for children
Volunteering Advertising
Member of the week Vote for theme & rate con-
Organization Local chapters Solve design challenge together Design tourism / study abroad
Technology
Offerings
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Next steps
define responsibilities and processes
establish effective evaluation systems
assess website technology
hire staff for volunteer program
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Thank you
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