1. CADMC ConferenceCAMBRIDGESEPTEMBER 07th, 2011PROF. RALF BEUKERDEAN, UNIV. OF APPLIED SCIENCESMÜNSTER, GERMANY
WHAT‘S ON           STOCK TODAY?DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
01.09.11GERMANY – AUSTRIA 6:2DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
„TODAY WE DIDN‘T MANAGE TO DO  THE SIMPLEST THINGS RIGHT“                      German National Football Coach: Joachim Löw
„TODAY WE EVEN MANAGED TO DO          THE SIMPLE THINGS RIGHT“DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
Rendered by: wordle.net | based on ca. 1.000 words from CADMC paper titlesDELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
IDENTIFY                     PATTERNSDELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
REFLECT & PLACETHEM IN A GRID
DESIGNDESIGN MANAGEMENT  DESIGN THINKING DESIGN LEADERSHIP
Ralf Beuker@iterations              Join the conversation
Ralf Beuker@iterationsOn twitter.com search for thehashtags #twitpresi (next to#CADMC1) and youll get all the stu !       ...
DESIGNDESIGN MANAGEMENT  DESIGN THINKING DESIGN LEADERSHIP
Ralf Beuker@iterations01. Design, D-Mgmt & D-Thinkingdi er in their organizational impact &abstractness in thinking http:/...
DESIGN AND ITS RELATIVES  Organisational  Impact                                 DESIGN                                 TH...
DESIGN AND ITS RELATIVES  Organisational  Impact              DESIGN© design-management.de                         Degree ...
DMI Conference London , September 2010
DMI Conference London , September 2010
Ralf Beuker@iterations02. Is Design serious enough aboutbusiness to be taken seriously bybusiness? #twitpresi #cadmc1     ...
Credits: http://bench.li/
„So many of the products that we’re surrounded by want you to be veryaware of just how clever the solution was. “ (Jonatha...
„That’s what we’re really always looking for whenever we design, wayswe can improve the way people do things without them ...
„Today I see my role as a designer to help de ne what we should becreating for people, and the output is not necessarily o...
Ralf Beuker@iterations03. First & foremost Design is ahuman/creature centered activity thatresults in new products, servic...
NO COMMENT ...„We’re building all these really kitsch stage sets that have absolutelynothing to do with the age we live in...
DESIGN AND ITS RELATIVES  Organisational  Impact                         DESIGN                         MANAGEMENT        ...
Ralf Beuker@iterations04. Good (d)Design managementaddresses multiple layers of meaningfulinteraction http://bit.ly/1olc73...
DESIGN AS MEANINGFUL INTERACTIONEsthetics           •  Sensorial Layer                      Design as Communication       ...
Ralf Beuker@iterations05. R. Buchanan: Great design occurs atthe intersection of constraint,contingency, and possibility #...
Ralf Beuker@iterations06. Design as a function has a tendencyto scale up from operational, businessto corporate level > ht...
DESIGN MANAGEMENT = MANAGING TENSIONS                     Manage Design                            Design Management      ...
Ralf Beuker@iterations07. Therefore ‚operational‘ is not theopposite of ‚strategic‘. Wikiped entry iswrong here: http://bi...
DESIGN AND ITS RELATIVES  Organisational  Impact                                 DESIGN                                 TH...
Ralf Beuker@iterations08. Even a well-prepared mind guessesoftener wrong than right, but ourguesses succeed better than ra...
Arne van Oosterom citing my tweet from #DMILondon at CCC Conference , September 2010
(EARLY) STAGES IN THE DESIGN PROCESS                           Credits for this model go to Kevin Cheng: www.kevnull.com
DMI Conference , September 2010
Ralf Beuker@iterations09. How to solve the DT-Paradox:Abductive Thinking aka reasoningthrough successive approximation#cad...
»  COLLECT > COLLATE > CONSOLIDATE > COLLABORATE»  THINKING ABOUT WHAT MAY BE
http://www.designthenewbusiness.com
Ralf Beuker@iterations10. What are the basic di erencesbetween managers & designers? Well,di erent approaches to problemso...
Ralf Beuker@iterations11. Di erent ways to perceive aproblem: "Puzzle, Dilemma, Trade-O ,Paradox". Which type are you?#cad...
HOW TO PERCEIVE A PROBLEM:                        » PUZZLE                        » DILEMMA                        » TRADE...
PUZZLE  » ONE OPTIMAL SOLUTION: QUEST FOR TRUTHAfter: de Wit, Meyer: Strategy 2004   Photo found @ Flickr | Ar do Campo
DILEMMA                                  »  TWO POSSIBLE SOLUTIONS:                                   BEST OF WORSTAfter: ...
TRADE-OFF» MANY POSSIBLE SOLUTIONS: NEGATIVE CORRELATIONAfter: de Wit, Meyer: Strategy 2004   Photo found @ Flickr | publi...
PARADOX                    » NO DEFINITE SOLUTION:                      SEEK THE BEST POSSIBLE FOR THE                    ...
Ralf Beuker@iterations12. For designers paradoxes are thestarting point of their work. Managershate them. Why is that? #ca...
Ralf Beuker@iterations13. Key of the DT Paradox is thecon ict between Reliability & Validity(Roger Martin) #xtreat #twitpr...
Ralf Beuker@iterations14. Mgt. loves "Reliability": Replicableoutcomes, sub-stantiation on past data,limited variables, no...
Ralf Beuker@iterations15. Design loves "Validity": Outcomemeets objective, future oriented, div.variables, indiv. judgemen...
Ralf Beuker@iterations16. Twitter taught me: relevance isrelative + context rules > Therefore4me: Design Thinking is relat...
2010
Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di erent Roles of Design in Organisations
Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di erent Roles of Design in Organisations
DESIGN AND ITS RELATIVES  Organisational  Impact                                 DESIGN                                 TH...
Ralf Beuker@iterations17. Gr8 leadership requires anunderstanding of interrelations betwnPurpose, Strategy, Values & Behav...
FOUR ELEMENTS OF A SUCCESSFUL STRATEGY»  Thorough appreciation of the external   environment»  Acute awareness of availabl...
PURPOSESTRATEGY    MISSION            VALUES           BEHAVIOUR                       Ashridge Mission Model: Campbell & ...
PURPOSESTRATEGY    MISSION    VALUES           BEHAVIOUR
PURPOSESTRATEGY    MISSION    VALUES           BEHAVIOUR
Apple designs Macs, the best personal computers inthe world, along with OS X, iLife, iWork, andprofessional software. Appl...
APPLE‘S BUSINESS PHILOSOPHY!  We believe that were on the face of the Earth to make great   products.!  We believe in the ...
APPLE‘S BUSINESS PHILOSOPHY!  We believe in saying no to thousands of projects so that we   can really focus on the few th...
QUESTIONS ? ... ;-)
Ralf Beuker@iterationsThanks for listening. Hope you carrysomething useful away!Slides: http://bit.ly/cadmc1-beuker       ...
Handout Prof. Ralf Beuker: Keynote 1st Cambridge Design Management Conference, Sep. 7th 2011
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Handout Prof. Ralf Beuker: Keynote 1st Cambridge Design Management Conference, Sep. 7th 2011

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These slides have been used for my keynote at the 1st Cambridge Design Management Conference, Sep. 7th 2011.

The aim of the presentation was to give meaning and a more systematic approach to the 'buzzwords' that are being used at conferences in the context of business & design namely: Design, Design Management, Design Thinking, and Design Leadership.

In order to make the interrelationships more accessible I've created a model a while ago that illustrates the above mentioned relationships.

The overall story of the keynote is framed into the logic of 'tweeted statements' that showed up parallel on twitter.com while I was presenting the slides in order to facilitate a real time discussion.

For feedback or questions please drop me a note: cadmc1@ralfbeuker.com

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  • These slides have been used for my keynote at the 1st Cambridge Design Management Conference, Sep. 7th 2011.

    The aim of the presentation was to give meaning and a more systematic approach to the 'buzzwords' that are being used at conferences in the context of business & design namely: Design, Design Management, Design Thinking, and Design Leadership.

    In order to make the interrelationships more accessible I've created a model a while ago that illustrates the above mentioned relationships.

    The overall story of the keynote is framed into the logic of 'tweeted statements' that showed up parallel on twitter.com while I was presenting the slides in order to facilitate a real time discussion.

    For feedback or questions please drop me a note: cadmc1@ralfbeuker.com
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Handout Prof. Ralf Beuker: Keynote 1st Cambridge Design Management Conference, Sep. 7th 2011

  1. 1. 1. CADMC ConferenceCAMBRIDGESEPTEMBER 07th, 2011PROF. RALF BEUKERDEAN, UNIV. OF APPLIED SCIENCESMÜNSTER, GERMANY
  2. 2. WHAT‘S ON STOCK TODAY?DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
  3. 3. DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
  4. 4. 01.09.11GERMANY – AUSTRIA 6:2DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
  5. 5. „TODAY WE DIDN‘T MANAGE TO DO THE SIMPLEST THINGS RIGHT“ German National Football Coach: Joachim Löw
  6. 6. „TODAY WE EVEN MANAGED TO DO THE SIMPLE THINGS RIGHT“DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
  7. 7. Rendered by: wordle.net | based on ca. 1.000 words from CADMC paper titlesDELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
  8. 8. IDENTIFY PATTERNSDELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
  9. 9. REFLECT & PLACETHEM IN A GRID
  10. 10. DESIGNDESIGN MANAGEMENT DESIGN THINKING DESIGN LEADERSHIP
  11. 11. Ralf Beuker@iterations Join the conversation
  12. 12. Ralf Beuker@iterationsOn twitter.com search for thehashtags #twitpresi (next to#CADMC1) and youll get all the stu ! Join the conversation
  13. 13. DESIGNDESIGN MANAGEMENT DESIGN THINKING DESIGN LEADERSHIP
  14. 14. Ralf Beuker@iterations01. Design, D-Mgmt & D-Thinkingdi er in their organizational impact &abstractness in thinking http://is.gd/ikpjGX #cadmc1 #twitpresi Join the conversation
  15. 15. DESIGN AND ITS RELATIVES Organisational Impact DESIGN THINKING DESIGN MANAGEMENT DESIGN© design-management.de Degree of Abstractness in Thinking
  16. 16. DESIGN AND ITS RELATIVES Organisational Impact DESIGN© design-management.de Degree of Abstractness in Thinking
  17. 17. DMI Conference London , September 2010
  18. 18. DMI Conference London , September 2010
  19. 19. Ralf Beuker@iterations02. Is Design serious enough aboutbusiness to be taken seriously bybusiness? #twitpresi #cadmc1 Join the conversation
  20. 20. Credits: http://bench.li/
  21. 21. „So many of the products that we’re surrounded by want you to be veryaware of just how clever the solution was. “ (Jonathan Ive, Apple in‚Objecti ed‘)
  22. 22. „That’s what we’re really always looking for whenever we design, wayswe can improve the way people do things without them even knowingor thinking about it. “ (Davin Stowell, Smart Design in ‚Objecti ed‘)
  23. 23. „Today I see my role as a designer to help de ne what we should becreating for people, and the output is not necessarily obviously adesign, it’s not obviously a product.“ (Tim Brown, IDEO in ‚Objecti ed‘)
  24. 24. Ralf Beuker@iterations03. First & foremost Design is ahuman/creature centered activity thatresults in new products, services &processes #twitpresi #cadmc1 Join the conversation
  25. 25. NO COMMENT ...„We’re building all these really kitsch stage sets that have absolutelynothing to do with the age we live in.“ (Karim Rashid as himself in‚Objecti ed‘)
  26. 26. DESIGN AND ITS RELATIVES Organisational Impact DESIGN MANAGEMENT DESIGN© design-management.de Degree of Abstractness in Thinking
  27. 27. Ralf Beuker@iterations04. Good (d)Design managementaddresses multiple layers of meaningfulinteraction http://bit.ly/1olc73#twitpresi #cadmc1 Join the conversation
  28. 28. DESIGN AS MEANINGFUL INTERACTIONEsthetics •  Sensorial Layer Design as Communication (How the product looks)Interaction •  Behavioural Layer Design as Communication (How the product feels)Performance •  Functional Layer Design as Process (What the product does) •  Physical Layer Design as ProcessConstruction (How the product is made)Meaning •  Mental Layer Design as Expression (What the product means) Collaborative work by R. Beuker & E. Roscam Abbing based on original work by E. Roscam Abbing
  29. 29. Ralf Beuker@iterations05. R. Buchanan: Great design occurs atthe intersection of constraint,contingency, and possibility #cadmc1#twitpresi Join the conversation
  30. 30. Ralf Beuker@iterations06. Design as a function has a tendencyto scale up from operational, businessto corporate level > http://is.gd/O3557s#cadmc1 #twitpresi Join the conversation
  31. 31. DESIGN MANAGEMENT = MANAGING TENSIONS Manage Design Design Management Creating CapabilitiesManaging Resources to design Management to manage Design Operational Business Corporate © Prof. Ralf Beuker, design-management.de
  32. 32. Ralf Beuker@iterations07. Therefore ‚operational‘ is not theopposite of ‚strategic‘. Wikiped entry iswrong here: http://bit.ly/pgBUKA#cadmc1 #twitpresi Join the conversation
  33. 33. DESIGN AND ITS RELATIVES Organisational Impact DESIGN THINKING DESIGN MANAGEMENT DESIGN© design-management.de Degree of Abstractness in Thinking
  34. 34. Ralf Beuker@iterations08. Even a well-prepared mind guessesoftener wrong than right, but ourguesses succeed better than random luck(Peirce) #cadmc1 #twitpresi Join the conversation
  35. 35. Arne van Oosterom citing my tweet from #DMILondon at CCC Conference , September 2010
  36. 36. (EARLY) STAGES IN THE DESIGN PROCESS Credits for this model go to Kevin Cheng: www.kevnull.com
  37. 37. DMI Conference , September 2010
  38. 38. Ralf Beuker@iterations09. How to solve the DT-Paradox:Abductive Thinking aka reasoningthrough successive approximation#cadmc1 #twitpresi Join the conversation
  39. 39. »  COLLECT > COLLATE > CONSOLIDATE > COLLABORATE»  THINKING ABOUT WHAT MAY BE
  40. 40. http://www.designthenewbusiness.com
  41. 41. Ralf Beuker@iterations10. What are the basic di erencesbetween managers & designers? Well,di erent approaches to problemsolving. #CADMC1 #twitpresi Join the conversation
  42. 42. Ralf Beuker@iterations11. Di erent ways to perceive aproblem: "Puzzle, Dilemma, Trade-O ,Paradox". Which type are you?#cadmc1 #twitpresi Join the conversation
  43. 43. HOW TO PERCEIVE A PROBLEM: » PUZZLE » DILEMMA » TRADE-OFF » PARADOXAfter: de Wit, Meyer: Strategy 2004 © by United Feature Syndicate, Inc.
  44. 44. PUZZLE » ONE OPTIMAL SOLUTION: QUEST FOR TRUTHAfter: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | Ar do Campo
  45. 45. DILEMMA »  TWO POSSIBLE SOLUTIONS: BEST OF WORSTAfter: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | antosousa
  46. 46. TRADE-OFF» MANY POSSIBLE SOLUTIONS: NEGATIVE CORRELATIONAfter: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | publicinsomniac
  47. 47. PARADOX » NO DEFINITE SOLUTION: SEEK THE BEST POSSIBLE FOR THE CURRENT STATEAfter: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | kkmehra
  48. 48. Ralf Beuker@iterations12. For designers paradoxes are thestarting point of their work. Managershate them. Why is that? #cadmc1#twitpresi Join the conversation
  49. 49. Ralf Beuker@iterations13. Key of the DT Paradox is thecon ict between Reliability & Validity(Roger Martin) #xtreat #twitpresi Join the conversation
  50. 50. Ralf Beuker@iterations14. Mgt. loves "Reliability": Replicableoutcomes, sub-stantiation on past data,limited variables, no judegement, nobias #cadmc1 #twitpresi Join the conversation
  51. 51. Ralf Beuker@iterations15. Design loves "Validity": Outcomemeets objective, future oriented, div.variables, indiv. judgement,acknowledge bias #cadmc1 #twitpresi Join the conversation
  52. 52. Ralf Beuker@iterations16. Twitter taught me: relevance isrelative + context rules > Therefore4me: Design Thinking is relativelycontextual! #cadmc1 #twitpresi Join the conversation
  53. 53. 2010
  54. 54. Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di erent Roles of Design in Organisations
  55. 55. Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di erent Roles of Design in Organisations
  56. 56. DESIGN AND ITS RELATIVES Organisational Impact DESIGN THINKING DESIGN MANAGEMENT DESIGN© design-management.de Degree of Abstractness in Thinking
  57. 57. Ralf Beuker@iterations17. Gr8 leadership requires anunderstanding of interrelations betwnPurpose, Strategy, Values & Behaviour ofUr company #cadmc1 #twitpresi Join the conversation
  58. 58. FOUR ELEMENTS OF A SUCCESSFUL STRATEGY»  Thorough appreciation of the external environment»  Acute awareness of available resources»  E ective implementation»  Simple and consistent vision and goals Grant, 2002
  59. 59. PURPOSESTRATEGY MISSION VALUES BEHAVIOUR Ashridge Mission Model: Campbell & Yeung, 1991
  60. 60. PURPOSESTRATEGY MISSION VALUES BEHAVIOUR
  61. 61. PURPOSESTRATEGY MISSION VALUES BEHAVIOUR
  62. 62. Apple designs Macs, the best personal computers inthe world, along with OS X, iLife, iWork, andprofessional software. Apple leads the digital musicrevolution with its iPods and iTunes online store.Apple reinvented the mobile phone with itsrevolutionary iPhone and App Store, and has recentlyintroduced its magical iPad which is defining thefuture of mobile media and computing devices. From Apple’s Investor Relations: http://is.gd/fcBW0
  63. 63. APPLE‘S BUSINESS PHILOSOPHY!  We believe that were on the face of the Earth to make great products.!  We believe in the simple, not the complex.!  We believe that we need to own and control the primary technologies behind the products we make.!  We participate only in markets where we can make a significant contribution. Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL
  64. 64. APPLE‘S BUSINESS PHILOSOPHY!  We believe in saying no to thousands of projects so that we can really focus on the few that are truly important and meaningful to us.!  We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot.!  We dont settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when were wrong and the courage to change. Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL
  65. 65. QUESTIONS ? ... ;-)
  66. 66. Ralf Beuker@iterationsThanks for listening. Hope you carrysomething useful away!Slides: http://bit.ly/cadmc1-beuker Join the conversation

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