Coming soon

1. Design leadership:
Scaling design impact in your
organization
Giulia Calabretta
Associate Professor
Delft University of Technology
g.calabretta@tudelft.nl

2. From industrial design to strategic design
which benefits the impact of the end result (figure
4). It will increase their footprint.
Figure 4: a bigger role for the designer Figure 6: the tot
Van Erp, 2011

3. What is Strategic Design?
The use of design principles and practices to guide
the co-formulation and co-implementation of an
innovation strategy toward outcomes
that benefit people and organizations alike.
Calabretta, Gemser and Karpen, 2016

6. A design paradox

7. Associate Professor Strategic Value of Design (Delft
University of Technology)
Director of the Master Program Strategic Product
Design (Delft University of Technology)
Consultant and coach on design strategy and design
scaling
Myself - An ambassador of Design Leadership

8. Goals of today
• Develop collective knowledge on
design leadership
• Discuss design leadership styles
• How to act as a design leader

9. The agenda
• 9.00 Introduction
• 9.30 The design leadership
matrix (theory and practice)
• 10.30 Break
• 11.00 3-step process for scaling
design (theory and
practice)
• 12.20 Final remarks
• 12.30 End

10. How we work
Share research-based knowledge
Learn from each other
Hands-on exercises
Discussion moments

11. Meet each other
Name, job, company
Main challenge in being an
effective design leader? (Plenary)

12. The leader of a dual process

13. Design excellence + Design scaling

14. SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0
Design Leadership at SAP

15. WHERE TO START?

16. Design leadership style
by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)

17. running the project. Plotting these factors
on a vertical and horizontal axis leads
different circumstances, and how to lead
a project accordingly.
ng the
tances: shared
nd ownership
3.2 strong ownership
weak ownership
a diffuse vison a shared vision
1 2
3 4
Deciding factors:
- Is there ownership?
- Is there enough in the budget?
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
Figure 3.1: Assessing the circumstances
Two aspects to set up your design leadership style

18. 1 Is there a shared vision for scaling design?
weak ownership
a diffuse vison
3
Deciding factors:
- Is there ownership?
- Is there enough in the budget?
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
Figure 3.1: Assessing the circumstances
vision for the project, and a clear sense
of ownership within the organization
running the project. Plotting these factors
on a vertical and horizontal axis leads
(Figure 3.1). In the follow
we offer guidelines on ho
different circumstances,
a project accordingly.
Assessing the
circumstances: shared
vision and ownership
3.2 strong ownership
weak ownership
a diffuse vison
1
3
Deciding factors:
- Is there ownership?
- Is there enough in the budg
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
Figure 3.1: Assessing the circumstances

19. ership within the organization
g the project. Plotting these factors
rtical and horizontal axis leads
we offer guidelines on how to detect these
different circumstances, and how to lead
a project accordingly.
strong ownership
vison a shared vision
1 2
Deciding factors:
- Is there ownership?
- Is there enough in the budget?
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
71
Assessing the
circumstances: shared
vision and ownership
a diffuse vison
1
3
Deciding factors:
- Is there a vision
- Does the vision
- Is the vision sha
Figure 3.1: Assessing the circumstan
2 Is there a clear ownership of the design scaling
project?

20. Design leadership matrix
by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)

23. SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0
Design Leadership at SAP

28. Design leadership matrix

29. The design leadership matrix: try it out!
DISCUSS IN GROUPS (30 minutes):
• Where would your company/design scaling project stand in
the matrix?
• What is your usual leadership style from the matrix? Does it
fit the current situation?
• Can you share your tips and challenges in particular styles
(choose one)?

30. What kind of vision?
• Focus the scope of design scaling through the vision:
“Design to make your client future-proof”
“Design for humanizing technology”
“Design for touch-point alignment”

31. Coaching approaches
• Open trainings
• Train the decision-makers
• Train the trainer
• Proof projects

32. Design leadership matrix

33. LET’S MAKE A PLAN!

34. 1Plan for design
scaling 2Balance creative
and rational
activities
Two core principles for approaching design scaling

35. Temporal logic – Adoption (Individual)
Aware
Activate
Adopt
Based on hierarchy of effects models in advertising and marketing (Barry and Howard, 1990)

36. Temporal logic – Change (Organizational)
Unfreeze
Change
Freeze
Based on change management (Lewin, 1947)

37. 3-step model for scaling design

38. SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0
Design Leadership at SAP

39. Scaling Design at KLM

40. Preparing the ground: Tasting projects

41. 61
Interesting approaches to improve positioning
START-UP BOX DESIGN
4"
The context of the launch workshop (Friday November 13th)

42. Co-creating the outcome

44. Codifying the
X-way of working

45. Embedding: Business results

46. Embedding: Training

47. Embedding

48. Embedding
DISCOVER

49. 3-step model for scaling design: Try this out!
DISCUSS IN GROUPS (20 minutes):
• Which activities could you use/have you used for each
step? Select top 2 per step.

50. 3-step model for scaling design
ProjectCompanyPeople

51. 3-step model for scaling design
Strategic framing Managing the process Evaluating the process
Project
• Choose project(s) connected with strategic goals
• Select design skills/methods/practices to showcase
• Select KPIs to monitor
• Evaluate and communicate the results
• Repeat

52. 3-step model for scaling design
Understanding the
company
Aligning with the
company
Co-changing the
company
Company
• Understand strategic priorities, culture, core processes (e.g., design
leadership matrix here)
• Adjust design tools/methods/practices to the company
• Co-create structural changes: a larger team, a different governance, a
broader scope, a design taxonomy

53. 3-step model for scaling design
Mobilizing
stakeholders
Involving stakeholders Creating ambassadors
People
• Identify and activate key stakeholders (‘sandwich approach’)
• Keep them involved in key projects
• Ask them to sponsor you

54. 3-step model for scaling design: Map your scaling project
Strategic framing Managing the process Evaluating the process
Understanding the
company
Aligning with the
company
Co-changing the
company
Mobilizing
stakeholders
Involving stakeholders Creating ambassadors
ProjectCompanyPeople

55. DISCUSS IN GROUPS :
• Which activities have you covered? Which activities should
you cover and how? (Individual)
• What are the advantages and challenges of this tool? (2
each)
3-step model for scaling design: Map your scaling project