In the 21st century design is the key for the most successful businesses. Here is a brief idea of how ti implement it in your organization.

1. Project Design Operational
Strategy
Harnessing the Value of Design
Hilary Howes
Creative Director, Mid-Atlantic Region
Thursday, August 20, 2009 1

2. What is the value of Design?
Design deliverables
create experiences that are meaningful, enjoyable, and
usable
- Help sell products and services
Design methodology
a problem-solving framework that leverages empathy,
observation, and rapid iteration
- help companies stay relevant and in tune with customer
needs
Design principles
They simplify the world around us and make it
understandable.
- aid decision-making and organizational efficiency.
Production vs. Strategic Design
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3. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
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4. Design-lead business stocks outperform key
market index by 200% over a decade.
Design Council UK 2007
Business Week 50 Most Innovative Companies for 2009
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5. NIKE
“Nike is driving global growth through a sharper consumer
focus across six core categories.”
"Design innovation in our products and brand experiences
is core to Nike and essential in realizing our full growth
potential,"
Mark Parker, Nike CEO
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6. Create a physical manifestation
of a business strategy
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7. Selling Design
Differentiate clearly between production work and
strategic design work
Develop and use the strategic design brief.
Stay clear of the subjective in favor of the objective
Don’t talk too much about aesthetics
Help the organization meet its objectives
- thru Design
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8. What is the Design Brief?
A Project Plan
A Creative Contract
A Road Map
An Inspiration Document
An outline for approval of the design
A strategic Design Plan
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9. The Perfect Design brief is:
Co-owned by the business & creative partners
One represents the business need for a design
aka (client)
One represents the design functions
aka (Creative)
May also include an Account Rep or
Sales Manager
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10. The Design Brief
 This document provides a brief description of the
project.
 It outlines the objectives, audience, and assumptions
 Details the creative concept the team intends to use.
 Should accompany the design through the process.
 Developed by client or creative or both together.
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11. Steps
Co-owners describe objectives
Solicit input from all stakeholders
Meet with key stakeholders
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12. Co-owners draft the brief
Concept-
description
Target Audience
Review
Assumptions and
background
research
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13. Final Approval
Use the brief as an
outline
Co-owners should
make presentation
together
Avoid subjective
discussions
you are an esthetic
professional
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14. Collaboration will
Take time to build trust
Result in much less
reworking on designs
Produce greater client buy in
and approval
Save time in design
execution
Create synergistically original
solutions
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15. Discuss
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