Of the tent to include a room and a roof measure

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of the tent to include a room and a roof Measure Fuzzy-front-end NPD process and expertise in design research New process for development of future range of tents Value for employee and knowledge management Development of new innovation processes and progression in the capacity to develop prospective designs Measure Growth of new concept development in the company (new business opportunity) Value for shareholders and society Sustainable design (longer lifespan; no packaging the cover acts as carrying pack) Enabling Quechua to move up on the range of 10-inch little dome tents Measure 78 percent growth in number of tents sold and 51 percent revenue growth in tent sales in the first year Patented model of tent peg Design awards in 2006: International Forum and Red Dot design awards, Annual Design Review (USA), Observeur du Design (France) Quechua Two-Seconds Tents: Four Perspectives of the BSC Method Decathlon s Quechua two-seconds tent literally pitches itself.
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A Design Management Review Spring 2006 51 The Four Powers of Design: A Value Model in Design Management 52 Design Management Review Spring 2006 Adding Value Through Design s 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. Measurements related to the workplace have typically focused on cost per workspace, space efficiency, reconfiguration costs, and energy use the cost side of the cost/benefit equation. The workplace, however, significantly affects an organization s people, processes, and technology. In the business results model shown below, the workplace is one of four key factors that drive business results. Efforts in all four areas must be integrated, balanced, and measured.Using the balanced scorecard model, let us take two examples: Steelcase Workplace A: Improve worker interaction and workplace flexibility. The workspace at this high-tech electronics firm was allocated based on hierarchy, status, and rank. As the firm reengineered and moved to a more fluid, team-based work process, the design of the workplace impeded progress. Team members were located on multiple floors; conference rooms were unavailable on short notice; and moving a person took as long as 12 weeks. When the firm redesigned the workplace, members of each team were co-located to encourage informal communication. Collaborative space was integrated into the teamwork setting to facilitate interaction. Freestanding furniture within panels cut the time required for personnel moves from 12 weeks to 12 hours. A modular network and lay-in cabling sharply reduced changes to network connections.
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