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dmi:© 2014 Design Management Institute
Steve Sato!
DMI Design Value Project & System!
Marketing & Design Congress 2014!
Lo...
dmi:© 2014 Design Management Institute© 2014 Design Management Institute
dmi:© 2014 Design Management Institute
40+ !
Countries!
!
260+!
CEOs!
!
1540+!
Presidents, partners!
Principals!
!
3960!
V...
dmi:© 2014 Design Management Institute© 2014 Design Management Institute
© 2014 Design Management Institute© 2014 Design Management Institute
© 2014 Design Management Institute
Tools: !
Shared model of design’s value!
Position design better!
Compare design practic...
© 2014 Design Management Institute!
design-led companies!
Design-Driven Organizations (over 10 years)!
!
•  Apple!
•  Ford...
© 2014 Design Management Institute!
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2003
 2004
 2005
 2006
 2007
 2008
 200...
© 2014 Design Management Institute!
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2003
 2004
 2005
 2006
 2007
 2008
 200...
© 2014 Design Management Institute
What role does Design play?!
How well is a Design doing?



…Design capability assessme...
© 2014 Design Management Institute
DV Index!
DV Map!
DV Scorecard!
What does Design+Marketing
look like as it matures?!
Wh...
© 2014 Design Management Institute
design value scorecard built on two familiar models!
© 2014 Design Management Institute
© 2014 Design Management Institute
design value scorecard the columns!
© 2014 Design Management Institute
© 2014 Design Management Institute
role of design built on Junginger!
Design as
organizational
driver
Influence &
Integrat...
© 2014 Design Management Institute
role of design !
Design as
organizational
driver!
!
Connection!
Integration!
Change lea...
© 2014 Design Management Institute
Design as
organizational
driver!
!
Design as
strategic
driver!
!
!
!
Design as
tactical...
© 2014 Design Management Institute
Design as
organizational
driver!
Influence &
Integration!
!
Design as
strategic
driver!
...
© 2014 Design Management Institute
Design as
organizational
driver
Design as
strategic
driver
Design as
tactical
Driver
ro...
© 2014 Design Management Institute
design value scorecard the rows!
© 2014 Design Management Institute
© 2014 Design Management Institute
Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (February 1993). "C...
© 2014 Design Management Institute
maturity in the role !
Processes used varies, or no process used
Quality of results rel...
© 2014 Design Management Institute
maturity in the role !
Processes are managed for time, people and cost!
Reduce cost ris...
© 2014 Design Management Institute
maturity in the role !
Processes are formalized and sharable!
Consistent results, more ...
© 2014 Design Management Institute
maturity in the role !
Variants made to standard processes !
Utilized for better result...
© 2014 Design Management Institute
maturity in the role !
Standard process modified (as being performed),
Optimize results,...
© 2014 Design Management Institute
Management
(Goal)
Development
& Delivery
Aesthetics
Functionality
Organization
Connecti...
© 2014 Design Management Institute
News
Website
(Goal)
News
Website
© 2014 Design Management Institute
© 2014 Design Management Institute
dmi:
design
value
scorecard (Goal)
News
Website
Editors
Advertising
Outbound Marketing
...
© 2014 Design Management Institute
Trends-Driven
Planning
Trends
Driven
Planning
Brand Experience
Design
Studio
© 2014 Des...
© 2014 Design Management Institute
Trends-Driven
Planning
Marketing
Product Designers
Sales
Engineering
Trends-Driven
Plan...
© 2014 Design Management Institute
Strategic
R&D
Partnerships
CX Innovation
Strategic
R&D
Partnerships
© 2014 Design Manag...
© 2014 Design Management Institute
Strategic
R&D
Partnerships
Inbound Marketing
Design Strategists
Research Engineering
Sa...
© 2014 Design Management Institute
Management
(Goal)
Development
& Delivery
Aesthetics
Functionality
Organization
Connecti...
© 2014 Design Management Institute
Management
(Goal)
Development
& Delivery
Aesthetics
Functionality
Organization
Connecti...
© 2014 Design Management Institute
Management
(Goal)
Development
& Delivery
Aesthetics
Functionality
Organization
Connecti...
© 2014 Design Management Institute
Thank you!!
!
!
Steve Sato!
steve@satopartners.com!
Design Value Project & System!
Mark...
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A Tool to Guide Integrating Marketing and Design: The DMI Design Value Scorecard

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A Tool to Guide Integrating Marketing and Design: The DMI Design Value Scorecard

  1. 1. dmi:© 2014 Design Management Institute Steve Sato! DMI Design Value Project & System! Marketing & Design Congress 2014! Looking forward to ! marketing+design!
  2. 2. dmi:© 2014 Design Management Institute© 2014 Design Management Institute
  3. 3. dmi:© 2014 Design Management Institute 40+ ! Countries! ! 260+! CEOs! ! 1540+! Presidents, partners! Principals! ! 3960! VPs, Directors! Other! Public
 Sector! Membership! © 2014 Design Management Institute
  4. 4. dmi:© 2014 Design Management Institute© 2014 Design Management Institute
  5. 5. © 2014 Design Management Institute© 2014 Design Management Institute
  6. 6. © 2014 Design Management Institute Tools: ! Shared model of design’s value! Position design better! Compare design practices! Measure design performance! Improve design performance! © 2014 Design Management Institute
  7. 7. © 2014 Design Management Institute! design-led companies! Design-Driven Organizations (over 10 years)! ! •  Apple! •  Ford! •  Herman-Miller! •  IBM! •  Intuit ! •  Microsoft! •  Newell Rubbermaid! •  NIKE ! ! •  Procter & Gamble! •  Starbucks ! •  Starwood! •  Steelcase! •  Target! •  Coca Cola! •  Walt Disney! •  Whirlpool !
  8. 8. © 2014 Design Management Institute! $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 DMI Design Index D.Index S&P 61% 154% design-led companies outperform!
  9. 9. © 2014 Design Management Institute! $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 DMI Design Index D.Index S&P 61% 154% design-led companies outperform! Design driven companies outperformed the S&P over ten years by 228% DMI: Design Value Index 2014 The Design Value Scorecard (DVS) developed by DMI is a new way to measure, demonstrate and leverage the value of design in business. Score, select objectives and build a roadmap to faster growth and success within your organization. See the DVS at work at DMI.org/value. Organizations that are using design strategically, across the organization all the way through to delivery will see more produc- tivity, improved quality and a reduction in risk and waste. That combination enables a broader influence and impact. create powerful tools dmi: Attributes Processes Proactiv and Continuously Improved Processes Modif Varied Based on Feedback Processes Standardized Basic project Managemen Heroic Effo Organizations That Use Design for Level of Design Organization Maturity Defined Repeatable Initial/Ad Hoc Optimized 5 4 3 2 1 Managed
  10. 10. © 2014 Design Management Institute What role does Design play?! How well is a Design doing?
 
 …Design capability assessment! DV Index! DV Map! DV Scorecard! Where is Design adding value?! How is Design creating value?! What kinds of value?! How much value?
 
 …Design Project ROI! © 2014 Design Management Institute
  11. 11. © 2014 Design Management Institute DV Index! DV Map! DV Scorecard! What does Design+Marketing look like as it matures?! Where is Design adding value?! How is Design creating value?! What kinds of value?! How much value?! © 2014 Design Management Institute
  12. 12. © 2014 Design Management Institute design value scorecard built on two familiar models! © 2014 Design Management Institute
  13. 13. © 2014 Design Management Institute design value scorecard the columns! © 2014 Design Management Institute
  14. 14. © 2014 Design Management Institute role of design built on Junginger! Design as organizational driver Influence & Integration Design as strategic driver Strategy & Business Models Design as tactical driver Development & Delivery Junginger, S. (2009). “Design in the Organization: Parts and Wholes,” Design Research Journal (2/09), Swedish Design Council (SVID): 23-29. © 2014 Design Management Institute
  15. 15. © 2014 Design Management Institute role of design ! Design as organizational driver! ! Connection! Integration! Change leaders! Supports strategy! ! Design as strategic driver! Strategy Business Models! Defines opportunities! Sets strategy
 ! Design as tactical ! Driver! ! Aesthetics! Functionality! Power-base
 Supports production! ! ! ! © 2014 Design Management Institute
  16. 16. © 2014 Design Management Institute Design as organizational driver! ! Design as strategic driver! ! ! ! Design as tactical ! Driver! Value creation through:! Communications design! Industrial design! Interaction design! Service design! Environmental design! Etc.! ! role of design ! Development & ! Delivery! © 2014 Design Management Institute
  17. 17. © 2014 Design Management Institute Design as organizational driver! Influence & Integration! ! Design as strategic driver! ! ! ! Design as tactical Driver role of design ! Value creation through:! Common vision Coordination & coherence of touch points! Identifying meaning! Systems, process design! New efficiencies, less waste! Development & ! Delivery! ! © 2014 Design Management Institute
  18. 18. © 2014 Design Management Institute Design as organizational driver Design as strategic driver Design as tactical Driver role of design ! Value creation through:! Clarifying intent and purpose! Visualizing strategy! Facilitating strategy! Designing decision making! Allocating & planning resources! Strategy &! Business Models! Influence & 
 Integration! Development & ! Delivery! © 2014 Design Management Institute
  19. 19. © 2014 Design Management Institute design value scorecard the rows! © 2014 Design Management Institute
  20. 20. © 2014 Design Management Institute Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (February 1993). "Capability Maturity Model for Software (Version 1.1)". Technical Report (Pittsburgh, PA: Software Engineering Institute, Carnegie Mellon University). “Maturity” is degree of formality and optimization of processes. Degree of maturity relies on level of organizational investment and support. Hence maturity of processes is “evidence” of how much Design is relied on and invested in by an organization. maturity in the role built on Capability Maturity Model! © 2014 Design Management Institute
  21. 21. © 2014 Design Management Institute maturity in the role ! Processes used varies, or no process used Quality of results relies on experience © 2014 Design Management Institute
  22. 22. © 2014 Design Management Institute maturity in the role ! Processes are managed for time, people and cost! Reduce cost risk, drives team alignment! Processes used varies, or no process used! Quality of results relies on experience! © 2014 Design Management Institute
  23. 23. © 2014 Design Management Institute maturity in the role ! Processes are formalized and sharable! Consistent results, more efficient! Processes are managed for time, people and cost! Reduce cost risk, drives team alignment! Processes used varies, or no process used! Quality of results relies on experience! © 2014 Design Management Institute
  24. 24. © 2014 Design Management Institute maturity in the role ! Variants made to standard processes ! Utilized for better results in more cases! Processes are formalized and sharable! Consistent results, more efficient! Processes are managed for time, people and cost! Reduce cost risk, drives team alignment! Processes used varies, or no process used! Quality of results relies on experience! © 2014 Design Management Institute
  25. 25. © 2014 Design Management Institute maturity in the role ! Standard process modified (as being performed), Optimize results, lower risk and waste! Variants made to standard processes ! Utilized for better results in more cases! Processes are formalized and sharable! Consistent results, more efficient! Processes are managed for time, people and cost! Reduce cost risk, drives team alignment! Processes used varies, or no process used! Quality of results relies on experience! © 2014 Design Management Institute
  26. 26. © 2014 Design Management Institute Management (Goal) Development & Delivery Aesthetics Functionality Organization Connection Integration Strategy Strategy & Business Models Proactively & Continuously Updated Processes Modified/Varied Processes: Based on Feedback Standardized Processes Basic Project Management Heroic Efforts MANAGED OPTIMIZED DEFINED REPEATABLE INITIAL/AD HOC DESIGN MATURITY LEVEL ATTRIBUTES DESIGN APPLICATION: 1 2 3 4 5 © 2014 Design Management Institute
  27. 27. © 2014 Design Management Institute News Website (Goal) News Website © 2014 Design Management Institute
  28. 28. © 2014 Design Management Institute dmi: design value scorecard (Goal) News Website Editors Advertising Outbound Marketing Visual Designers Marketing integrates advertising into website, upholds advertiser’s interests, web metrics Design develops graphics/structure and design text and graphics layouts Well developed, standardized processes and tools with variations, with modifications made to optimize results Routinely used throughout the organization Delivering aesthetics and content of website – 24/7 News Website Development & Delivery Aesthetics Functionality MANAGED OPTIMIZED 4 5 © 2014 Design Management Institute
  29. 29. © 2014 Design Management Institute Trends-Driven Planning Trends Driven Planning Brand Experience Design Studio © 2014 Design Management Institute
  30. 30. © 2014 Design Management Institute Trends-Driven Planning Marketing Product Designers Sales Engineering Trends-Driven Planning Design formed an inter-disciplinary team including marketing to perform style trends research, develop style roadmaps, style guides and a point-of-sales audit for retail clients. Marketing, sales and design met with clients and used the style roadmap, style guides and audit of retailer’s stores to help client be more successful; positioning company as a thought leader. Piloting a new process and tools to leverage trends to differentiate client’s hardware line-up. Progressively engaging more of Marketing and Design. Coordinating marketing, design and engineering through the roadmaps, guides and audits. Organization Connection INITIAL/AD HOC 1 © 2014 Design Management Institute
  31. 31. © 2014 Design Management Institute Strategic R&D Partnerships CX Innovation Strategic R&D Partnerships © 2014 Design Management Institute
  32. 32. © 2014 Design Management Institute Strategic R&D Partnerships Inbound Marketing Design Strategists Research Engineering Sales Strategic R&D Partnerships Strategy Strategy & Business Models DEFINED 3 Design worked with labs marketing team to develop a customer-centered innovation process with possible R&D partner companies. Marketing and sales engaged clients that had similar target customer segments to innovate what products and services they could co- develop and deliver. Piloted then standardized a new process and tools, then engaged the balance of labs marketing and major account sales. Developed new strategic alternatives for the two companies. © 2014 Design Management Institute
  33. 33. © 2014 Design Management Institute Management (Goal) Development & Delivery Aesthetics Functionality Organization Connection Integration Strategy Strategy & Business Models Proactively & Continuously Updated Processes Modified/Varied Processes: Based on Feedback Standardized Processes Basic Project Management Heroic Efforts MANAGED OPTIMIZED DEFINED REPEATABLE INITIAL/AD HOC DESIGN MATURITY LEVEL ATTRIBUTES DESIGN APPLICATION: 1 2 3 4 5 Introduce and interview person next to you: Marketing+ Design role? How mature? Switch roles Compare © 2014 Design Management Institute
  34. 34. © 2014 Design Management Institute Management (Goal) Development & Delivery Aesthetics Functionality Organization Connection Integration Strategy Strategy & Business Models Proactively & Continuously Updated Processes Modified/Varied Processes: Based on Feedback Standardized Processes Basic Project Management Heroic Efforts MANAGED OPTIMIZED DEFINED REPEATABLE INITIAL/AD HOC DESIGN MATURITY LEVEL ATTRIBUTES DESIGN APPLICATION: 1 2 3 4 5 Marketing+ Design: More Systematic Marketing+Design make more systematic More consistent results More efficient Lower risk © 2014 Design Management Institute
  35. 35. © 2014 Design Management Institute Management (Goal) Development & Delivery Aesthetics Functionality Organization Connection Integration Strategy Strategy & Business Models Proactively & Continuously Updated Processes Modified/Varied Processes: Based on Feedback Standardized Processes Basic Project Management Heroic Efforts MANAGED OPTIMIZED DEFINED REPEATABLE INITIAL/AD HOC DESIGN MATURITY LEVEL ATTRIBUTES DESIGN APPLICATION: 1 2 3 4 5 Marketing+ Design: More Systematic More Integrated Marketing+Design make more systematic More consistent results More efficient Lower risk Marketing+Design work more closely Broader influence Greater impact Increased reward © 2014 Design Management Institute
  36. 36. © 2014 Design Management Institute Thank you!! ! ! Steve Sato! steve@satopartners.com! Design Value Project & System! Marketing & Design Congress 2014! Questions?! ! !

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