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.
4. I. Design and corporations
II. Design strategies in the
corporations
5. I. Design and corporations
II. Design strategies in the
corporations
III. Cooperation between boards,
strategic planners, designers
and design managers
6. I. Design and corporations
II. Design strategies in the
corporations
III. Cooperation between boards,
strategic planners, designers
and design managers
IV. The role of designers in design
strategy development
7. I. Design and corporations
II. Design strategies in the
corporations
III. Cooperation between boards,
strategic planners, designers
and design managers
IV. The role of designers in design
strategy development
V. Why do we need design
strategies?
8. I. Design and corporations
Michael Porter, Harvard Business School:
a strong
“…
sense of
corporate
identity …
9. I. Design and corporations
Michael Porter, Harvard Business School:
a strong slavish ad-
“… …
sense of herence to
corporate = business
identity units finan-
…
cial results …”
16. II. Design strategies in the corporations
+ DESIGN AS A CORE COMPETENCE
+ INTEGRATION OF DESIGN INTO
THE BUSINESS WORLD
major trends in the
marketplace
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
major trends in the
marketplace
20. 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
22. III. Cooperation between boards, strategic planners, designers and
design managers
“Design
aware
executive”
23. 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.
25. III. Cooperation between boards, strategic planners, designers and
design managers
30.000
employees in the middle of 1970s
26. III. Cooperation between boards, strategic planners, designers and
design managers
500
List of
largest corporations in central Europe
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. 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. 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. 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
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?
32. 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
33. IV. The role of designers in design strategy development
34. IV. The role of designers in design strategy development
Know-
ledge on
design
strategies
35. IV. The role of designers in design strategy development
Know- + OFTEN CONFUSED WITH
FUTURE FANTASY.
ledge on
design
strategies
36. IV. The role of designers in design strategy development
Know- + OFTEN CONFUSED WITH
FUTURE FANTASY.
ledge on + CONTROLS THE AMOUNT
OF SUBJECTIVITY IN THE
design
PRODUCT OR SERVICE
DEVELOPMENT PROCESS.
strategies
37. IV. The role of designers in design strategy development
Know- + OFTEN CONFUSED WITH
FUTURE FANTASY.
ledge on + CONTROLS THE AMOUNT
OF SUBJECTIVITY IN THE
design
PRODUCT OR SERVICE
DEVELOPMENT PROCESS.
+ 6…
strategies
38. IV. The role of designers in design strategy development
GENERIC DESIGN
STRATEGIES FOR
AN ADOPTION
CURVE.
46. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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
52. ADOPTION CURVE AS A TOOL TO
DEVELOPE 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
53. IV. The role of designers in design strategy development
Design as a
profession
54. IV. The role of designers in design strategy development
Design as a
profession
Visualise strategic
design thinking
55. IV. The role of designers in design strategy development
56. IV. The role of designers in design strategy development
Major
design
effort
create a continuous pipeline
of innovations
Today I would like to present to you a topic on design strategies. Who needs design strategies? Design or economy?
I would like to argue why is it wise to connet design and design strategies into corporate strategies. My speech has five points:FIRST: DESIGN AND CORPORATIONS
SECOND: DESIGN STRATEGIES IN THE CORPORATIONS
THIRD COOPERATION BETWEEN BOARDS, STRATEGIC PLANNERS, DESIGNERS AND DESIGN MANAGERS
FOURTH: THE ROLE OF DESIGNERS IN DESIGN STRATEGY DEVELOPMENT
FIFTH: WHY DO WE NEED DESIGN STRATEGIES
Allow me to start with the quote from Michael Porter, one of the most known professors from Harward Business School. Michael Porter mentioned in his article „From Competitive Advantage to Corporate Strategy“ that „... A STRONG SENSE OF COPORATE IDENTITY
is as important as „...SLAVISH ADHERENCE TO BUSINESS UNITS FINANCIAL RESULTS“
if corporate strategy wants to be successful. So, what is the background for the development of DESIGN STRATEGIES IN THE CORPORATIONS?
It is possible to identify FOUR MAJOR TRENDS IN THE MARKETPLACE.
First trend from the past is defining DESIGN AS A CORE COMPETENCE.
The most known examples where design has played a prominent and obvious role are:from so called „life-style“ offerings from companies like Swatch
or: another case are the German auto industry investements in the 1990s into the innovative designs, with showcase products such as Audi TT
or Mercedes A-Class.
Second major trend in the marketplace was INTEGRATION OF DESIGN INTO THE BUSINESS WORLD.
On the one side of this trend we could indetify the emergence of designers like Philippe Starck
as public figures and artistic heroes. And on the other side it is possible to identify the desicion of some business magazines, like BusinessWeek
to pay tribute every year to companies that use design as a source of competitive advantage.The third major trend identified in the past was exemplified by emergence of DESIGN MANAGEMENT AND PLANNING AS A FOCUS FOR CONSULTANCIES
Known cases are global design consultancies IDEO or Ziba. At the same time it is possible to spot some independent consultancies for design strategies and innovations like Park Design Strategy. And some multinationals like Siemens and Philips form special desing companies like Siemens Messe & Design and Philips Design Center. The same goes for slovenian company Gorenje that formed Gorenje Design Studio.And the fourth trend in the marketplace was MERGING OF BUSINESS AND DESIGN EDUCATION.
Some traditional MBA programs included also design modules, there are some specializied programes of design management and even design management programs offered by corporations like Samsung for example.What would therefore be the right way to ensure design a strategic role in the corporations? COOPERATION BETWEEN BOARDS, STRATEGIC PLANNERS, DESIGNERS AND DESIGN MANAGERS
seems like a logical precondition to establish a design strategy in the corporation. One of the possible and already known ways is, a corporation that has a so called “DESIGN AWARE EXECUTIVE” or design champion.
We had such a case in Slovenia. Mr.Davorin Savnik was in 1960s in ’70s, influentialdesign consultant of then Director General of the corporation Iskra.
Iskra products that were globally competitive were numerous.
And I would like to mention that Iskra had 30.000 employees in the middle of 1970s.
It is my strong believe that this was the case because alredy then in the 1970s design was a core competency for Iskra.And today? For how many companies in Slovenia (or in Germany for that matter) could we say that design is their core competency. How many companies in Slovenia have design at the strategic level? How many designers or design manageres are in the boards of the companies or consult the boards directly?Which are actually the bigest companies in Slovenia? Data from 2008 showed that on THE LIST OF THE 500 LARGEST CORPORATIONS IN CENTRAL EUROPE
from Slovenia there are: Petrol
Mercator,
Gorenje,
and some others.
and HOW MANY OF THIS LARGEST CORPORATIONS IN SLOVENIA HAVE DESIGN REPRESENTED AT THE HIGHEST/BOARD LEVEL?
By available data that was and still is only the Gorenje Group.
But allow me to skip the details and concentrate to the next – fourth point that is: THE ROLE OF DESIGNERS IN DESIGN STRATEGY DEVELOPMENT
Every designer should have the following KNOWLEDGE ON DESIGN STRATEGIES.
Design strategy is + OFTEN CONFUSED WITH FUTURE FANTASY,
which can sometimes be inspirational, but should never be confused with design strategy.Second thing every designer should know on design strategy is that design strategy + CONTROLS THE AMOUNT OF SUBJECTIVITY IN THE PRODUCT OR SERVICE DEVELOPMENT PROCESS.
And the third thing on knowledge of design strategy I would like to present more in details are SIX
GENERIC DESIGN STRATEGIES FOR AN ADOPTION CURVE.
We all probably know Adoption Curve
where the relative speed of adoption can be plotted as a normal distribution with people being differentiated into+ INNOVATORS
+ EARLY ADOPTERS
+ EARLY MAJORITY
+ LATE MAJORITY
and+ LAGGARDS.
Inside this Adoption Curve it is possible to present six generic design strategies.
The first design strategy is ENDORSE,
second strategyis CURATE,
third is INTEGRATE
fourth design strategy is ECONOMIZE
fifth is PLAY,
And last, sixth design strategy is REFRESH.
The most known cases in these design strategies curve are Apple for Curate, HP for Integrate and DELL for Economize design strategy.
So, how should designers convice a CEO of a multinational corporation about investing money into a major design effort? Whole DESIGN AS A PROFESSION
should be able to VISUALISE STRATEGIC DESIGN THINKING
How - you probably ask yourself even if your are not a designer. By making an argument about investing money
into a MAJOR DESIGN EFFORT in order to create a continuous pipeline of innovations.
What possibilities are available for companies to do that? The first possibility is a model of an ordinary company looking for a return. It looks like this:
At which point designer is ussually called in? What do you think? At the beginning of the project?
Most often designer is called in when the brand or product is in decline. The best that could be done, especially in a higly competitive business climate is Y.
and prolong a bit the life-cycle of the brand or product. The second model is from smart companies.
Smart companies divert resources from succesful launch teams to start new initiatives – that means
they compete with themselves.And the third model is from truly visionary companies.
They invest in the project at the whole beginning, we could say they invest in the DNA around the brand or product.
leveraging creativity to create a
continuous pipeline of innovations without reinventing the wheel each time out. So, this is how we got to the end, to the last fifth point. WHY DO WE NEED DESIGN STRATEGIES?
Because this is the only was to achieve SUSTAINABLE COMPETITIVE ADVANTAGE of your brands, products or services.
And for the conslusion, my strong believe is that STRATEGIC DESIGN MANAGEMENT must take into account that DESIGN IS CONTINUOUS ELEMENT OF CORPORATE STRATEGY.
My sources for this presentation were:
Thank you for your attention in this first presentation.