This is a slide deck for the session on Design Inquiry for "Leading by Design" course at Fox School.

1. Center for Design
cD+iTransforming ideas into actions
and Innovation
building a design-
centric organization

2. Center for Design
cD+iTransforming ideas into actions
and Innovation
case discussion

3. Samsung

4. Hyundai

5. Apple vs. Samsung
owner
management
creative designers
strategic partnership
owner
management
design
leadership
creative
organization
strategic partnership building design as
organization capability

6. design structure
human capital
design process design tools
design
strategy
culture

7. design

8. design thinking

9. design management

10. design design thinking design management
subject traditional individual
designers
multi-disciplinary project
team
innovation organization
(design - marketing -
engineering)
object individual products innovative problem
solving
building organizational
capability for sustainable
innovation
position in
organization
part of new product
planning & development
project task force innovation organization
focus of
design
look & feel of products,
branding
human-centered
solution
design philosophy &
design language that
can bring the entire
organizations together
key tasks product aesthetics,
usability, and
differentiation
discovering unmet
needs
creating new value
through sustainable and
humanistic innovations
primary tools individual designer’s
creativity & visualization
contextualized
observation and rapid
prototyping
structure - process -
human resource - tools -
strategy framework for
capability assessment

11. design management at P&G
• appoint Claudia Kotchka as VP of
Design
• directly report to CEO
• hired 12 designers who were scattered
throughout new product development
organizations
• applied design thinking method for new
product development projects
• Tim Brown (IDEO), Roger Martin
(Rotman School), and Patrick Whitney
(IIT) developed design thinking
curriculum for internal education
• lost the momentum after the retirement
of Lafley in 2010

12. design management at IBM
• Good Design is Good Business (Thomas
Watson Jr.)
• In 2010, chose design thinking as a
strategic pillar to transform engineering
centric process to user-centered service
design
• established IBM design studio in Austin,
TX
• plan to hire 1000 service designers
• investing $100 million USD to set up 10
design labs
• Sep. 2014, introduced IBM design
language as the starting point of design
management
“Language, when spoken or read, has its own requisite parts: vocabulary, syntax, grammar,
phraseology, style and the like. We want IBM software to speak to our users. For this to happen, we
need similar units of expression. And in the same way an author might use a common vocabulary,
grammar and style to tell many different stories within a single volume, we want designers to use
common units of expression to create different software products that clearly belong within a
portfolio. By giving people a common starting place—and the freedom to innovate and experiment
—we allow them to recombine ideas and build specifically relevant solutions, while staying
connected to that common center point. We authored the IBM Design Language to enable
designers to create products that look, sound, think and perform like IBM, without resorting to
patterns and templates right off the bat.”

13. knowledge
management
design
management
sharing existing knowledge
minimizing variance
capability centric
“inside-out” innovation
strategy
creating new knowledge
maximizing variance
user centric
“outside-in” innovation
strategy

14. process

15. • when should design take place? how soon
should it begin?
• should it lead engineering or marketing? or
should it follow them?
• do design at different stages of product/service
development look different? if so, how?

16. structure

17. • relationship with other functional organizations
• engineering and marketing
• relationship with product divisions
• relationship with top management
• independent vs embedded vs outsourced
• governance

18. personnel

19. • professional designers
• design vs non-design capabilities
• responsible design: understanding & communicating
business value of design
• non-designing designers
• non-designer training
• how far should it go? (accounting and finance)
• top management design training
• what should they know?

20. tools

21. • what type of tools does an organization need in
order to ensure a successful collaboration
across different units to create something
totally new?
• what are the types of technological
environments one need to support innovative
design?
• keeping pace with material and engineering
science and technology developments

22. design strategy

23. • design identity?
• multiple product lines?
• products and service?
• designing ecosystems?
• sustainable design strategy?
• creator or follower?
• creating new market
• design as strategic coordinator?

24. design capability
maturity model

25. philosophy /
strategy
structure personnel tools process culture
1st stage none none none none none none
2nd stage
• partially shared
among
designers
• under
marketing /
product
planning /
engineering
• individual
designers as
stylists
• drafting tools
• line-up design
following
product
planning and
engineering
• top-down
control centric
culture
3rd stage
• fully shared
among
designers and
being executed
• independent
design
organization
• embedded
design in
product
organization
• reporting
directly to top
management
• top
management
recognizing
strategic
importance of
design
• collaborative
tension with
marketing and
engineering
• integrated
design tools to
reduce the gap
between design
and
development
• integrated
database to
reduce the gap
between
marketing and
design
• establishment
of advanced
design
• establishment
of archetype
design for
product
platform
• integration
across different
stages of
design
• creative culture
that promotes
horizontal
communication
and
coordination
4th stage
• fully shared
throughout the
organization
and consistently
implemented
• chief deign
officer
• hybrid structure
of balancing
existing
products and
new market
creation
• design being
part of every
decision
making
• integrated
design
environments
that connects
marketing,
finance, supply
chain
management
• design as
strategic
coordinator in
creating new
market
• design attitude
is pervasive
throughout the
organization
• design thinking
as a part of
organizational
culture for
everyone

27. how do you assess:
where you are
where you want to go
what to do