Design management value in practice two routes for

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Design Management Value in Practice: Two Routes for Design into Corporate Strategy It would be more interesting if models could be dynamic. It will make them more human. Prof. Larry Leifer, Director, Design Thinking Research Laboratory, Stanford University Theory and models are relevant only if they are useful for practitioners. So what are the insights from strategy theory that may be useful for designing in the twenty-first century? Organizations structures have to change: from modern or classical machine view, to interpretive image driven or post modern organizations as a collage. The history of organization theory has followed a parallel route of design theory. Interdisciplinary design management is opening the silos. We can see a move away from organizations seen as classic or scientific machines where design managers are rational actors with a focus on power based on engineering design methods. The trend is towards modern organizations and living systems , where design managers act more like an independent part of this living system applying systemic design tools. There is, further, a move towards organizations as interpretive or as symbols , where managers focus on artefacts or symbols of the organization and design managers focus on environmental interpretation and storytelling. There is further a shift to view current postmodern organizations as a collage , where design managers have to behave like an artist or theorist focusing on creativity, personal freedom and individual responsibility. Design Strategic Value Revisi ted 289 From a strategy perspective, there are two routes for strategic design in practice: the incremental strategy of meta design and the radical strategy of core competency . Design Management Incremental Route: The Meta Design Strategy Our global context is redefining the existing design disciplines through changes such as sustainability, ethics and the digital economy. Traditional design disciplines have broadened to answer these changes; these include eco design, inclusive design, experience design, sensorial design and service design. Yet, even more important on a strategic decision level is the emergence of new meta disciplines that act as bridges between existing designs disciplines, in order to develop a coherent design strategy for the organization s value chain. Tactical design management is a key issue. It is understood that design leadership has to be completed at a process decision level both for protecting design as a new function in the organization and for developing design coordination processes with all the other specialist functions such as R&D, brand, Customer Relationship Management. An independent design function reports to the company board. Design strategic
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value is a research asset useful to understand the environment and to develop new vision.
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