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DESIGN BUSINESS SCHOOLS,
        A SIGN ON THE HORIZON?!
                            Prof. Jurgen Faust, CAO IED




                                                          prof. jurgen faust

Monday, November 30, 2009
THE CRISIS
       Crisis of MBA? Business Schools? Is it the educational system?




                                                               prof. jurgen faust

Monday, November 30, 2009
SYSTEMIC PROBLEM?
                             ... within the management education?
                                         ... in our societies?




                                                                    prof. jurgen faust

Monday, November 30, 2009
Monday, November 30, 2009
SOLUTION?
        However designers and business leaders have long spoken
      different languages and circulated among different cultures. But
          this is changing. Today, top global business schools such as
      Harvard, UCLA, USC, Stanford, Northwestern and Instead are
           now teaching design strategy as part of their marketing
                                     program.
                               (Mackintosh 2008)

                                                               prof. jurgen faust

Monday, November 30, 2009
KELLEY HOLLAND
    March 15, 2009 in New York Times highlights the failed corporate  leadership which was instrument in
                       creating the present crisis in the world economies. Says Kelley:
      ” The master’s of business administration, a gateway credential
       throughout corporate America, is especially coveted on Wall
     Street; in recent years, top business schools have routinely sent
        more than 40 percent of their graduates into the world of
     finance. But with the economy in disarray and so many financial
       firms in free fall, analysts, and even educators themselves, are
       wondering if the way business students are taught may have
       contributed to the most serious economic crisis in decades.”
                                                                                            prof. jurgen faust

Monday, November 30, 2009
WHAT COULD HELP AND
                   REDIRECT?




                                prof. jurgen faust

Monday, November 30, 2009
EACH STUDENTS TO THINK
               LIKE DESIGNERS
                            (Roger Martin, Head of Canada’s Rotman School of Management)




                                                                                           prof. jurgen faust

Monday, November 30, 2009
IN BUSINESS THE WICKED NATURE OF STRATEGIC PROBLEMS
      CALLS FOR ELEMENTS OF BOTH OUR SCIENTIFIC AND
                     ARTISTIC METHODS
                            (Jeanne Liedka, 2005)




                                                    prof. jurgen faust

Monday, November 30, 2009
WHAT IS DESIGN?
              ...DESIGN IS ALWAYS CONNECTED WITH PLANNING




                                                      prof. jurgen faust

Monday, November 30, 2009
IT IS PLANNING THE
                                 UNKNOWN




                                                 prof. jurgen faust

Monday, November 30, 2009
THE MICROCOSM OF DESIGN
                             7 STEPS:
                            (K. Weick, 2005)




                                               prof. jurgen faust

Monday, November 30, 2009
1. DESIGNING FROM PURPOSE
        TO PRINCIPLES, TO CONCEPT, TO STRUCTURE AND THEN
                            TO PRACTICE.




                                                   prof. jurgen faust

Monday, November 30, 2009
2. LIMITS OF DESIGN
          ITS HARD TO AGREE ON SOMETHING BEYOND INTENT,
           SENSE OF DIRECTION, THE PRINCIPLES OF CONDUCT.

      3. ITS ABOUT AGREEMENT, THE ELEMENT OF ORGANIZING.




                                                     prof. jurgen faust

Monday, November 30, 2009
4. IT IS ABOUT IDENTITIES AND STRUCTURE
                                REDEFINED, REDONE AND CHANGED.




                                                                      prof. jurgen faust

Monday, November 30, 2009
5. IT IS ALSO ABOUT MAKING, IMPROVISING,
                                      AND COBBLING TOGETHER.

            6. IT IS ABOUT FLOW, MOTION, DYNAMICS, UPDATING,
                       NEGOTIATING, AND MALLEABILITY.




                                                                       prof. jurgen faust

Monday, November 30, 2009
7. IT IS ABOUT FEELING, INTENSITY, PASSION, CUNNING, AND
                             EXPLODING.
                IT IS ABOUT HEART AS MUCH AS HEAD.




                                                     prof. jurgen faust

Monday, November 30, 2009
DESIGN
                            Design Development                              DEVELOPMENT


                             Products                                   Interfaces          Multiuser systems/     Projects              Discources
                                               Goods, Services
                               Utility                              Natural interactivity        Networks        Social viability        Generativity
                                                 and Identities
                           Functionality                             Understandability       Informativeness     Directionality         Rearticulability
                                                 Marketability
                        Universal aesthetics                         Reconfigurability         Connectivity      Commitment               Solidarity
                                               Symbolic diversity
                                                Folk and local         /adaptability           Accessability
                                                   aethetics




                                                                                                                                    after H. Krippendorff




                                                                                                                                                           prof. jurgen faust

Monday, November 30, 2009
DESIGN UNDERLIES A
                                DISCOURSE
                                DESIGN IS DISCOURSE




                                                      prof. jurgen faust

Monday, November 30, 2009
WHAT WE NEED
          DESIGN DISCOURSE ABOUT A MANAGEMENT CULTURE




                                                 prof. jurgen faust

Monday, November 30, 2009
WHERE IS THE INTERSECTION
                            BETWEEN DESIGN AND MANAGEMENT?




                                                             prof. jurgen faust

Monday, November 30, 2009
INTERACTION DESIGN
                              (Buchanon 2004)




                                                prof. jurgen faust

Monday, November 30, 2009
WHY?
      INTERACTION DESIGN IS FUNDAMENTALLY ABOUT HOW
      PEOPLE RELATE TO OTHER PEOPLE AND HOW PRODUCTS
                            (Buchanan 2004)




                                               prof. jurgen faust

Monday, November 30, 2009
THREE TRADITIONAL DOMAINS OF DESIGN AND
                                 MANAGEMENT
                  THE OBJECTIVE - THE SOCIAL - THE SUBJECTIVE
                                    (Ehn, 1997)




                                                           prof. jurgen faust

Monday, November 30, 2009
the subjective world                              the interactive world
       is centered on emotional                          where complexity requires several participants
       experiences                                       and processes are driven by social aspects.
       and creativity and the quality                    The understanding of design comes through interpretation
       is a question                                     and communication, which we call design discourse
       of aesthetics




   products               goods            interfaces          multiuser systems                    projects                 discourses
                          services                             and
                          and identities                       networks




                                                        the objective world
                                                        like traditional management and design, which is organized
                                                        by objectives. It is rationalistic in its understanding of design.
                                                        Quality and management means here prediction and control.




                                                                                                                                      prof. jurgen faust

Monday, November 30, 2009
THE NEW DESIGN BUSINESS SCHOOL
                  RESTS ON A COMPREHENSIVE DESIGN THINKING




                                                         prof. jurgen faust

Monday, November 30, 2009
WITHIN DESIGN DISCOURSE WE DIFFERENTIATE

                            MANAGEMENT: DECISION ATTITUDE

          DESIGN: DESIGN ATTITUDE, SOLUTIONS AND REFINING,
                              ITERATION



                                                            prof. jurgen faust

Monday, November 30, 2009
design attitude, solutions and refining, iteration




                                                                  Managing as
                            Designing
                                                                   Designing



                   Design Management                                 Managing



                                              decision attitude



                                                                                   prof. jurgen faust

Monday, November 30, 2009
design attitude, solutions and refining, iteration




                                                                  Managing as
                            Designing
                                                                   Designing



                   Design Management                                 Managing



                                              decision attitude



                                                                                   prof. jurgen faust

Monday, November 30, 2009
Designing




                 Deciding




                            prof. jurgen faust

Monday, November 30, 2009
DESIGN DISCOURSE
                            ABOUT A MANAGEMENT CULTURE




                                                         prof. jurgen faust

Monday, November 30, 2009
MANAGEMENT ACTION
                            INTELLIGENCE - DESIGN - CHOICE
                                      (H. Simon, 1977)




                                                             prof. jurgen faust

Monday, November 30, 2009
INSTEAD OF
                            CHOICE - INTELLIGENCE - DESIGN
                            CHOICE - DESIGN - INTELLIGENCE
                            DESIGN - CHOICE - INTELLIGENCE
                            DESIGN - INTELLIGENCE - CHOICE
                            INTELLIGENCE - CHOICE - DESIGN
                                       (Boland, 2005)


                                                             prof. jurgen faust

Monday, November 30, 2009
Designing
                            intelligence-design-choice   intelligence-design-choice   intelligence-design-choice




                 Deciding




                                                                                               prof. jurgen faust

Monday, November 30, 2009
INTELLIGENCE (SCIENCE) EXPLAINS WHAT IS

                                 DESIGN WHAT DOES NOT EXIST
                                          (Buchanon, 1992)




                                                                      prof. jurgen faust

Monday, November 30, 2009
MANAGEMENT PARADIGM

                              the classic
                              MBA paradigm           inductive and
                              is solving problems    deductive
                              through known          reasoning
                              case studies



                            DESIGN PARADIGM

                             the design paradigm    abductive
                             differentiation        reasoning:
                             between tame and       designers never know
                             wicked                 what the outcome
                             problems               will be




                                                                           prof. jurgen faust

Monday, November 30, 2009
THE CURRICULUM



                                                                                - Advanced Management
               - Global Business and
               Strategy                            design thinking              through Design
                                                                                - Integrated Leadership
               - Production and
               Operation                            case studies                Perspective
                                                                                - General Management
               Management
               - Accounting
                                                     and design                 and Design Processes
                                                                                - Leadership and
               - Economics
                                                                                Organizational Behavior
               - Finance
                                                                                - Strategic Design
               - Marketing
                                                                                - Sustainability and Ethics
                                                   design culture
                            Basics of Economics - Accounting - Design Research - Design Theory -
                            Individual Problem Framing - Careers - Data and Decision Analysis -
                            Design-leading - Decision-making and Designing

                                                                                                       prof. jurgen faust

Monday, November 30, 2009
ADVANTAGE:
                         CULTURE IS BASED ON DESIGNING
                    THEREFORE WE GUARANTEE A SYSTEMIC SHIFT




                                                          prof. jurgen faust

Monday, November 30, 2009
ISTITUTO EUROPEO DI DESIGN:
                  IS WORKING ON A DESIGN BUSINESS SCHOOL IN
                           BARCELONA TO OPEN 2010




                                                         prof. jurgen faust

Monday, November 30, 2009
IED NETWORK


                                Milano              Torino

                            Barcelona                   Venezia

                            Madrid
                                                      Roma




                                     Rio

                                        São Paulo




                                                                  prof. jurgen faust

Monday, November 30, 2009
THANKS FOR LISTENING!
                            (PROF. JURGEN FAUST, IED)




                                                        prof. jurgen faust

Monday, November 30, 2009

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Design Business Hong Kong

  • 1. DESIGN BUSINESS SCHOOLS, A SIGN ON THE HORIZON?! Prof. Jurgen Faust, CAO IED prof. jurgen faust Monday, November 30, 2009
  • 2. THE CRISIS Crisis of MBA? Business Schools? Is it the educational system? prof. jurgen faust Monday, November 30, 2009
  • 3. SYSTEMIC PROBLEM? ... within the management education? ... in our societies? prof. jurgen faust Monday, November 30, 2009
  • 5. SOLUTION? However designers and business leaders have long spoken different languages and circulated among different cultures. But this is changing. Today, top global business schools such as Harvard, UCLA, USC, Stanford, Northwestern and Instead are now teaching design strategy as part of their marketing program. (Mackintosh 2008) prof. jurgen faust Monday, November 30, 2009
  • 6. KELLEY HOLLAND March 15, 2009 in New York Times highlights the failed corporate  leadership which was instrument in creating the present crisis in the world economies. Says Kelley: ” The master’s of business administration, a gateway credential throughout corporate America, is especially coveted on Wall Street; in recent years, top business schools have routinely sent more than 40 percent of their graduates into the world of finance. But with the economy in disarray and so many financial firms in free fall, analysts, and even educators themselves, are wondering if the way business students are taught may have contributed to the most serious economic crisis in decades.” prof. jurgen faust Monday, November 30, 2009
  • 7. WHAT COULD HELP AND REDIRECT? prof. jurgen faust Monday, November 30, 2009
  • 8. EACH STUDENTS TO THINK LIKE DESIGNERS (Roger Martin, Head of Canada’s Rotman School of Management) prof. jurgen faust Monday, November 30, 2009
  • 9. IN BUSINESS THE WICKED NATURE OF STRATEGIC PROBLEMS CALLS FOR ELEMENTS OF BOTH OUR SCIENTIFIC AND ARTISTIC METHODS (Jeanne Liedka, 2005) prof. jurgen faust Monday, November 30, 2009
  • 10. WHAT IS DESIGN? ...DESIGN IS ALWAYS CONNECTED WITH PLANNING prof. jurgen faust Monday, November 30, 2009
  • 11. IT IS PLANNING THE UNKNOWN prof. jurgen faust Monday, November 30, 2009
  • 12. THE MICROCOSM OF DESIGN 7 STEPS: (K. Weick, 2005) prof. jurgen faust Monday, November 30, 2009
  • 13. 1. DESIGNING FROM PURPOSE TO PRINCIPLES, TO CONCEPT, TO STRUCTURE AND THEN TO PRACTICE. prof. jurgen faust Monday, November 30, 2009
  • 14. 2. LIMITS OF DESIGN ITS HARD TO AGREE ON SOMETHING BEYOND INTENT, SENSE OF DIRECTION, THE PRINCIPLES OF CONDUCT. 3. ITS ABOUT AGREEMENT, THE ELEMENT OF ORGANIZING. prof. jurgen faust Monday, November 30, 2009
  • 15. 4. IT IS ABOUT IDENTITIES AND STRUCTURE REDEFINED, REDONE AND CHANGED. prof. jurgen faust Monday, November 30, 2009
  • 16. 5. IT IS ALSO ABOUT MAKING, IMPROVISING, AND COBBLING TOGETHER. 6. IT IS ABOUT FLOW, MOTION, DYNAMICS, UPDATING, NEGOTIATING, AND MALLEABILITY. prof. jurgen faust Monday, November 30, 2009
  • 17. 7. IT IS ABOUT FEELING, INTENSITY, PASSION, CUNNING, AND EXPLODING. IT IS ABOUT HEART AS MUCH AS HEAD. prof. jurgen faust Monday, November 30, 2009
  • 18. DESIGN Design Development DEVELOPMENT Products Interfaces Multiuser systems/ Projects Discources Goods, Services Utility Natural interactivity Networks Social viability Generativity and Identities Functionality Understandability Informativeness Directionality Rearticulability Marketability Universal aesthetics Reconfigurability Connectivity Commitment Solidarity Symbolic diversity Folk and local /adaptability Accessability aethetics after H. Krippendorff prof. jurgen faust Monday, November 30, 2009
  • 19. DESIGN UNDERLIES A DISCOURSE DESIGN IS DISCOURSE prof. jurgen faust Monday, November 30, 2009
  • 20. WHAT WE NEED DESIGN DISCOURSE ABOUT A MANAGEMENT CULTURE prof. jurgen faust Monday, November 30, 2009
  • 21. WHERE IS THE INTERSECTION BETWEEN DESIGN AND MANAGEMENT? prof. jurgen faust Monday, November 30, 2009
  • 22. INTERACTION DESIGN (Buchanon 2004) prof. jurgen faust Monday, November 30, 2009
  • 23. WHY? INTERACTION DESIGN IS FUNDAMENTALLY ABOUT HOW PEOPLE RELATE TO OTHER PEOPLE AND HOW PRODUCTS (Buchanan 2004) prof. jurgen faust Monday, November 30, 2009
  • 24. THREE TRADITIONAL DOMAINS OF DESIGN AND MANAGEMENT THE OBJECTIVE - THE SOCIAL - THE SUBJECTIVE (Ehn, 1997) prof. jurgen faust Monday, November 30, 2009
  • 25. the subjective world the interactive world is centered on emotional where complexity requires several participants experiences and processes are driven by social aspects. and creativity and the quality The understanding of design comes through interpretation is a question and communication, which we call design discourse of aesthetics products goods interfaces multiuser systems projects discourses services and and identities networks the objective world like traditional management and design, which is organized by objectives. It is rationalistic in its understanding of design. Quality and management means here prediction and control. prof. jurgen faust Monday, November 30, 2009
  • 26. THE NEW DESIGN BUSINESS SCHOOL RESTS ON A COMPREHENSIVE DESIGN THINKING prof. jurgen faust Monday, November 30, 2009
  • 27. WITHIN DESIGN DISCOURSE WE DIFFERENTIATE MANAGEMENT: DECISION ATTITUDE DESIGN: DESIGN ATTITUDE, SOLUTIONS AND REFINING, ITERATION prof. jurgen faust Monday, November 30, 2009
  • 28. design attitude, solutions and refining, iteration Managing as Designing Designing Design Management Managing decision attitude prof. jurgen faust Monday, November 30, 2009
  • 29. design attitude, solutions and refining, iteration Managing as Designing Designing Design Management Managing decision attitude prof. jurgen faust Monday, November 30, 2009
  • 30. Designing Deciding prof. jurgen faust Monday, November 30, 2009
  • 31. DESIGN DISCOURSE ABOUT A MANAGEMENT CULTURE prof. jurgen faust Monday, November 30, 2009
  • 32. MANAGEMENT ACTION INTELLIGENCE - DESIGN - CHOICE (H. Simon, 1977) prof. jurgen faust Monday, November 30, 2009
  • 33. INSTEAD OF CHOICE - INTELLIGENCE - DESIGN CHOICE - DESIGN - INTELLIGENCE DESIGN - CHOICE - INTELLIGENCE DESIGN - INTELLIGENCE - CHOICE INTELLIGENCE - CHOICE - DESIGN (Boland, 2005) prof. jurgen faust Monday, November 30, 2009
  • 34. Designing intelligence-design-choice intelligence-design-choice intelligence-design-choice Deciding prof. jurgen faust Monday, November 30, 2009
  • 35. INTELLIGENCE (SCIENCE) EXPLAINS WHAT IS DESIGN WHAT DOES NOT EXIST (Buchanon, 1992) prof. jurgen faust Monday, November 30, 2009
  • 36. MANAGEMENT PARADIGM the classic MBA paradigm inductive and is solving problems deductive through known reasoning case studies DESIGN PARADIGM the design paradigm abductive differentiation reasoning: between tame and designers never know wicked what the outcome problems will be prof. jurgen faust Monday, November 30, 2009
  • 37. THE CURRICULUM - Advanced Management - Global Business and Strategy design thinking through Design - Integrated Leadership - Production and Operation case studies Perspective - General Management Management - Accounting and design and Design Processes - Leadership and - Economics Organizational Behavior - Finance - Strategic Design - Marketing - Sustainability and Ethics design culture Basics of Economics - Accounting - Design Research - Design Theory - Individual Problem Framing - Careers - Data and Decision Analysis - Design-leading - Decision-making and Designing prof. jurgen faust Monday, November 30, 2009
  • 38. ADVANTAGE: CULTURE IS BASED ON DESIGNING THEREFORE WE GUARANTEE A SYSTEMIC SHIFT prof. jurgen faust Monday, November 30, 2009
  • 39. ISTITUTO EUROPEO DI DESIGN: IS WORKING ON A DESIGN BUSINESS SCHOOL IN BARCELONA TO OPEN 2010 prof. jurgen faust Monday, November 30, 2009
  • 40. IED NETWORK Milano Torino Barcelona Venezia Madrid Roma Rio São Paulo prof. jurgen faust Monday, November 30, 2009
  • 41. THANKS FOR LISTENING! (PROF. JURGEN FAUST, IED) prof. jurgen faust Monday, November 30, 2009