Costs market share forgetting the stock market power

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costs, market share) forgetting the stock-market power of shareholders and the political forces of stakeholders and laws. Substantial value is the value created for the company s suppliers, customers, and employees following two rationality schemes: 1. Competitive rationality: The company portfolio represents a value perceived by the market (value chain, customer relation, competitiveness, future cash). 2. Organizational rationality: The company structure is the base of the value created and shared by all human resources that is, process improvement, individual creativity, knowledge management, performance of projects. In summary, there are many paths by which a competitive advantage can be built, and the same variety applies to design-driven value. Implementing Design as Value Using the Balanced Score Card Tool Although they know design brings value, designers and design managers still understand that one cannot manage what is not measured. So measuring the impact of design value is a key success factor for designers who want to successfully implement their design strategy and for design managers who want to present design as a tool for value management. In other words, designers and design managers make a bigger impression on business managers when they use a value-based model to measure the impact of design. I suggest that designers and design managers use the Balanced Score Card (BSC) methodology mentioned earlier. For designers, the BSC is also easy to appropriate, because it is vision-based, as well as holistic (Figure 3). The four perspectives of the BSC model neatly coincide with the four powers of design, or the four design values system: customer perspective (design as differentiator); process perspective (design as coordinator); learning perspective (design as transformer); finance perspective (design as good business). As I noted earlier, the BSC model is widely known by MBAs and often used by audit and strategy consultants. It is a common language shared and understood by most executives, whether they occupy the CEO s office or work in finance, marketing, procurement, or R&D. This model is strategic and long-term-driven, which aligns it well with design thinking and design
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coherence, also based on long-term thinking. It offers help in asking about the four issues that are key to every design project: that is, client, performance, knowledge management, and finances. It is also simple to apply to any design VISION VISION VISION VISION How should we appear, through design, to our customers in order to achieve our vision? 1. DESIGN AS DIFFERENCE. DESIGN MANAGEMENT AS PERCEPTION & BRAND Market value Customer value Brand Consumer research 2. DESIGN AS PERFORMANCE. DESIGN MANAGEMENT AS A � � AS INNOVATION PROCESS Innovation Modular architecture Time to market TQM R&D Technology 3. DESIGN AS VISION.
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