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Design strategies. Who needs them? Design or economy?

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I would like to argue in this presentation why is it wise to connet design and design strategies into corporate strategies.

One possible approach is cooperation between boards, strategic planners, designers and design managers. I present the knowledge on design strategies important for designers and for design as a profession.

Included are also three possible models of presentation of a major design effort in different companies.

Published in: Design, Technology, Business
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Design strategies. Who needs them? Design or economy?

  1. 1. Who needs design strategies?Design or economy?Marko Savić MA, MBAManaging Director
  2. 2. I. Design and corporations
  3. 3. I. Design and corporationsII. Design strategies in the corporations
  4. 4. I. Design and corporations II. Design strategies in the corporationsIII. Cooperation between boards, strategic planners, designers and design managers
  5. 5. I. Design and corporations II. Design strategies in the corporationsIII. Cooperation between boards, strategic planners, designers and design managersIV. The role of designers in design strategy development
  6. 6. I. Design and corporations II. Design strategies in the corporationsIII. Cooperation between boards, strategic planners, designers and design managersIV. The role of designers in design strategy development V. Why do we need design strategies?
  7. 7. I. Design and corporations Michael Porter, Harvard Business School: a strong “… sense of corporate identity …
  8. 8. I. Design and corporations Michael Porter, Harvard Business School: a strong slavish ad- “… … sense of herence to corporate = business identity units finan- … cial results …”
  9. 9. II. Design strategies in the corporations
  10. 10. II. Design strategies in the corporations major trends in the marketplace
  11. 11. II. Design strategies in the corporations + DESIGN AS A CORE COMPETENCE major trends in the marketplace
  12. 12. photo: swatch.com
  13. 13. photo: Stockphoto
  14. 14. photo: iStockphoto
  15. 15. II. Design strategies in the corporations + DESIGN AS A CORE COMPETENCE + INTEGRATION OF DESIGN INTO THE BUSINESS WORLD major trends in the marketplace
  16. 16. photo: microsoft.com
  17. 17. photo: businessweek.com
  18. 18. II. Design strategies in the corporations + DESIGN AS A CORE COMPETENCE + INTEGRATION OF DESIGN INTO THE BUSINESS WORLD + DESIGN MANAGEMENT AND PLA- NNING AS A FOCUS FOR CONSUL- TANCIES major trends in the marketplace
  19. 19. II. Design strategies in the corporations + DESIGN AS A CORE COMPETENCE + INTEGRATION OF DESIGN INTO THE BUSINESS WORLD + DESIGN MANAGEMENT AND PLA- NNING AS A FOCUS FOR CONSUL- TANCIES + MERGING OF BUSINESS AND DESIGN EDUCATION major trends in the marketplace
  20. 20. III. Cooperation between boards, strategic planners, designers and design managers
  21. 21. III. Cooperation between boards, strategic planners, designers and design managers “Design aware executive”
  22. 22. III. Cooperation between boards, strategic planners, designers and design managers “Design aware executive” Mrs. Davorin Savnik in 1960s and ’70s influential design consultant of then Director General of the corporation Iskra.
  23. 23. Automatic telephone ATA 30photo: iskra46-90.com Davorin Savnik, 1965
  24. 24. III. Cooperation between boards, strategic planners, designers and design managers 30.000 employees in the middle of 1970s
  25. 25. III. Cooperation between boards, strategic planners, designers and design managers 500 List of largest corporations in central Europe
  26. 26. III. Cooperation between boards, strategic planners, designers and design managers From Slovenia: 500 41. - Petrol List of 46. - Mercator 134. - Gorenje 143. - Merkur 151. - Revoz 199. - HSE 204. - Lek 208. - Krka largest corporations in central Europe 238. - Telekom Slovenije Source: www.deloitte.com, za 2008 312. - SIJ 330. - Engrotuš 384. - Salbatring 448. - Impol 495. - Eles
  27. 27. III. Cooperation between boards, strategic planners, designers and design managers From Slovenia: 500 41. - Petrol List of 46. - Mercator 134. - Gorenje 143. - Merkur 151. - Revoz 199. - HSE 204. - Lek 208. - Krka largest corporations in central Europe 238. - Telekom Slovenije Source: www.deloitte.com, za 2008 312. - SIJ 330. - Engrotuš 384. - Salbatring 448. - Impol 495. - Eles
  28. 28. III. Cooperation between boards, strategic planners, designers and design managers From Slovenia: 500 41. - Petrol List of 46. - Mercator 134. - Gorenje 143. - Merkur 151. - Revoz 199. - HSE 204. - Lek 208. - Krka largest corporations in central Europe 238. - Telekom Slovenije Source: www.deloitte.com, za 2008 312. - SIJ 330. - Engrotuš 384. - Salbatring 448. - Impol 495. - Eles
  29. 29. III. Cooperation between boards, strategic planners, designers and design managers From Slovenia: 500 41. - Petrol List of 46. - Mercator 134. - Gorenje 143. - Merkur 151. - Revoz 199. - HSE 204. - Lek 208. - Krka largest corporations in central Europe 238. - Telekom Slovenije Source: www.deloitte.com, za 2008 312. - SIJ 330. - Engrotuš 384. - Salbatring 448. - Impol 495. - Eles
  30. 30. III. Cooperation between boards, strategic planners, designers and design managers How many of the largest corporations in Slovenia have design represented at the highest/board level?
  31. 31. III. Cooperation between boards, strategic planners, designers and design managers How many of the largest corporations in Slovenia have design represented at the highest/board level?www.deloitte.com
  32. 32. IV. The role of designers in design strategy development
  33. 33. IV. The role of designers in design strategy developmentKnow-ledge ondesignstrategies
  34. 34. IV. The role of designers in design strategy developmentKnow- + OFTEN CONFUSED WITH FUTURE FANTASY.ledge ondesignstrategies
  35. 35. IV. The role of designers in design strategy developmentKnow- + OFTEN CONFUSED WITH FUTURE FANTASY.ledge on + CONTROLS THE AMOUNT OF SUBJECTIVITY IN THEdesign PRODUCT OR SERVICE DEVELOPMENT PROCESS.strategies
  36. 36. IV. The role of designers in design strategy developmentKnow- + OFTEN CONFUSED WITH FUTURE FANTASY.ledge on + CONTROLS THE AMOUNT OF SUBJECTIVITY IN THEdesign PRODUCT OR SERVICE DEVELOPMENT PROCESS. + 6…strategies
  37. 37. IV. The role of designers in design strategy development GENERIC DESIGN STRATEGIES FOR AN ADOPTION CURVE.
  38. 38. ADOPTION CURVE
  39. 39. ADOPTION CURVEINNOVATORS2,5 %
  40. 40. ADOPTION CURVEINNOVATORS EARLY ADOPTERS2,5 % 13,5 %
  41. 41. ADOPTION CURVEINNOVATORS EARLY EARLY ADOPTERS MAJORITY2,5 % 13,5 % 34 %
  42. 42. ADOPTION CURVEINNOVATORS EARLY EARLY LATE ADOPTERS MAJORITY MAJORITY2,5 % 13,5 % 34 % 34 %
  43. 43. ADOPTION CURVEINNOVATORS EARLY EARLY LATE LAGGARDS ADOPTERS MAJORITY MAJORITY2,5 % 13,5 % 34 % 16 % 34 %
  44. 44. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES
  45. 45. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  46. 46. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  47. 47. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  48. 48. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  49. 49. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  50. 50. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  51. 51. ADOPTION CURVE AS A TOOL TODEVELOPE DESIGN STRATEGIES Apple HP Dell ENDORSE CURATE INTE- ECO- PLAY REFRESH + Electric + Hybrid GRATE NOMIZE + Analog + Lightbulbs cars cars + MP3 + Cell TVs + Film + Home + TiVo players phones + Cordless camers robots + HDTV + Satellite + DVD phones + WiMax TV players + Smart + Inkjet phones printers Cases curent circa August 2007
  52. 52. IV. The role of designers in design strategy developmentDesign as aprofession
  53. 53. IV. The role of designers in design strategy developmentDesign as aprofessionVisualise strategicdesign thinking
  54. 54. IV. The role of designers in design strategy development
  55. 55. IV. The role of designers in design strategy development Major design effort create a continuous pipeline of innovations
  56. 56. PRESENTING MAJORDESIGN EFFORT IN AN ORDINARYCOMPANY LOOKING FOR A RETURN
  57. 57. PRESENTING MAJORDESIGN EFFORT IN AN ORDINARYCOMPANY LOOKING FOR A RETURN
  58. 58. PRESENTING MAJORDESIGN EFFORT IN AN ORDINARYCOMPANY LOOKING FOR A RETURN
  59. 59. PRESENTING MAJOR DESIGNEFFORT IN A SMARTCOMPANY LOOKINGFOR A RETURN
  60. 60. PRESENTING MAJOR DESIGNEFFORT IN A SMARTCOMPANY LOOKINGFOR A RETURN
  61. 61. PRESENTING MAJOR DESIGNEFFORT IN A TRULY VISIONARYCOMPANY LOOKING FOR A RETURN
  62. 62. PRESENTING MAJOR DESIGNEFFORT IN A TRULY VISIONARYCOMPANY LOOKING FOR A RETURN
  63. 63. PRESENTING MAJOR DESIGNEFFORT IN A TRULY VISIONARYCOMPANY LOOKING FOR A RETURN
  64. 64. V. Why do we need design strategies?
  65. 65. V. Why do we need design strategies? This is the only way for Sustainable competitive advantage & high added value.
  66. 66. V. Why do we need design strategies? Strategic design management take into account that design is a continuous element of corporate strategy.
  67. 67. Sources+ T. Lockwood&T. Walton (ed). 2008. Buiding Design Strategy: Using Design to Achieve key Business Objectives.+ S. Bojc. 2009. Neuvrščeno oblikovanje.+ www.deloitte.com+ M. Tajnikar, K. Pušnik. 2009, Mura ni reka, je podjetje. Reševanje tekstilnega giganta.Who needs design strategies? Design or economy?© Vizuarna d.o.o., June 2011
  68. 68. Thany you for your attention.

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