Borja de mozota and kim 2009 286 design management

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Borja de Mozota and Kim 2009. 286 Design, Management and the Organization with an activity-based and research-based view (Laurel 2003). The Designence
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model is depicted in Table 18.3. Using this model turns design into an activity of the organization and a resource that improves its organizational, knowledge and information capital. The three design management clusters define the dimensions and the criteria that have to be considered when defining the design strategy. Implementing design value is made easier by implementing the model through the management tool of the Balanced Scorecard or BSC (Kaplan and Norton 1996). The BSC model has many advantages for design managers. Widely known and used by auditing and strategy consultants, it has both a dynamic and a long-term vision that is coherent with design management. It provides a simple framework that can be applied to any design decision or design project. Finally, because most designers only see design value through the value of their artefacts and their creativity, it insists on other values such as organizational and financial value. In order to achieve a strategic vision, the BSC model gives four different perspectives for design management: the market perspective, the performance perspective, the learning perspective and the financial perspective. Each perspective is equivalent to the design management clusters defined previously. Within each perspective, criteria for assessing design are selected (see the case study in Table 18.4). Table 18.3: Designence in practice: design value for company performance How should we appear, through design, to our customers in order to achieve our vision? To satisfy our stakeholders how can design help in the business processes we in which we excel? Design as difference Design as performance Design management as perception and brand Design management as innovation process Market value. Customer value. Innovation. Modular architecture. Brand. Consumer research. Competitive advantage. Time to market. TQM. R&D. Technology VISION How will we sustain, through design, our ability to change and improve? To succeed financially, how should design appear to our shareholders? Design as transformation Good design is good business. Design management as core competency Societal value of design Strategic value. Vision. Prospective Financial and accounting value. ROI. Change management. Empowerment Value for the society. Stock market value. Knowledge learning process. Imagination. Socially responsible enterprise. Design Strategic Value Revisi ted 287 TABLE 18.4: Case study: Steelcase Co. The Value of Workplace Design for Business Results As businesses experience new dimensions of competition, more organizations see how workplace design affects bottom line results. Using the workplace as a leverage point, organizations can better facilitate structural realignment: implement new technology, redesign business processes and reinforce the organization s values, culture and image.
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Measurements related to the workplace have typically focused on cost per workspace, space
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