Changing organizational perspectives although it is

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Changing Organizational Perspectives Although it is still rare to find designers in the company board room or those that report directly to the board, one might say that their presence is growing. Mauro Porcini at 3M, Claudia Kotchka at P&G, Han Hendriks at Johnson Controls and Adriaan van Hooijdonk at BMW demonstrate that designers can have a role in changing organizational perspectives and in influencing strategic decisions. These particular designers have worked on changing the persistent attitude that designers alone are creative in an organization and others are not. In their respective settings, they have multiplied the creative potential of their organization by discovering and strengthening the links between various creative areas, for example by bringing together people in engineering, marketing, manufacturing and logistics. In doing so, they have raised their own credibility and clarified that design itself is not in a position to solve all the problems in the world but that design can lead and facilitate the search for new approaches and new solutions. Each of these design leaders has invested time and effort to develop and integrate rigorous design processes, structures and management tools to improve the productivity of design. The integration of their processes into the other business processes can be seen as key to their success. Design Leadership: Limits and Future Opportunities 407 Setting Up Benchmarks to Evaluate Design In recent years, we have witnessed new developments that aid the evaluation of
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design. There are now more government programmes and policies in place to promote the use of design than ever before. In addition, more money is now dedicated to funding design-related projects and research. The EU now views design as an essential tool in creating competitive advantages for the EU countries. The EU now promotes and funds projects that foster awareness and capabilities in design management and in design leadership. Following the Lisbon Strategy of the European Council in 2006, the EU set out to become the most competitive and dynamic knowledge-based economy in the world by the year 2010. This desire was coupled with the aim to promote sustainable economic growth and the creation of better jobs, thereby contributing to greater social cohesion across the EU. As a sign of commitment to the Lisbon Strategy, the EU established two design initiatives in 2006 that remain relevant in the context of design leadership. The first initiative saw the creation of the Design Management Europe Award, which was presented for the first time in 2007 and is now an annual event. This recognition is intended to demonstrate the value of good design management practices and the commercial benefits to businesses. The Design Management Award is part of the ADMIRE project, funded by the EU Commission. ADMIRE targets specifically SMEs. Its aim is to inform SMEs about the possibilities and the roles of design in fostering innovation and competitiveness and to demonstrate the impact of good design management developing successful products and services. Although it can
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