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UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft

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UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft

  1. 1. Design leadership: Scaling design impact in your organization Giulia Calabretta Associate Professor Delft University of Technology g.calabretta@tudelft.nl
  2. 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. 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
  4. 4. A design paradox
  5. 5. 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
  6. 6. Goals of today • Develop collective knowledge on design leadership • Discuss design leadership styles • How to act as a design leader
  7. 7. 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
  8. 8. How we work Share research-based knowledge Learn from each other Hands-on exercises Discussion moments
  9. 9. Meet each other Name, job, company Main challenge in being an effective design leader? (Plenary)
  10. 10. The leader of a dual process
  11. 11. Design excellence + Design scaling
  12. 12. SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0 Design Leadership at SAP
  13. 13. WHERE TO START?
  14. 14. Design leadership style by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)
  15. 15. 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
  16. 16. 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
  17. 17. 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?
  18. 18. Design leadership matrix by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)
  19. 19. SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0 Design Leadership at SAP
  20. 20. Design leadership matrix
  21. 21. 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)?
  22. 22. 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”
  23. 23. Coaching approaches • Open trainings • Train the decision-makers • Train the trainer • Proof projects
  24. 24. Design leadership matrix
  25. 25. LET’S MAKE A PLAN!
  26. 26. 1Plan for design scaling 2Balance creative and rational activities Two core principles for approaching design scaling
  27. 27. Temporal logic – Adoption (Individual) Aware Activate Adopt Based on hierarchy of effects models in advertising and marketing (Barry and Howard, 1990)
  28. 28. Temporal logic – Change (Organizational) Unfreeze Change Freeze Based on change management (Lewin, 1947)
  29. 29. 3-step model for scaling design
  30. 30. SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0 Design Leadership at SAP
  31. 31. Scaling Design at KLM
  32. 32. Preparing the ground: Tasting projects
  33. 33. 61 Interesting approaches to improve positioning START-UP BOX DESIGN 4" The context of the launch workshop (Friday November 13th)
  34. 34. Co-creating the outcome
  35. 35. Codifying the X-way of working
  36. 36. Embedding: Business results
  37. 37. Embedding: Training
  38. 38. Embedding
  39. 39. Embedding DISCOVER
  40. 40. 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.
  41. 41. 3-step model for scaling design ProjectCompanyPeople
  42. 42. 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
  43. 43. 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
  44. 44. 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
  45. 45. 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
  46. 46. 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

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