Efficiency reconfiguration costs and energy use the

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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. Workplace Firm A : Improve Worker Interaction and Workplace Flexibility In a high-tech electronics firm A , the allocation of workspace was based on � � hierarchy, status and rank. As the firm re-engineered and moved to a more fluid, team-based work process, the design of the workplace impeded progress. Members of one team were located on multiple floors, conference rooms were unavailable at short notice, and moving one person took up to twelve 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 twelve weeks to twelve hours. A modular network and lay-in cabling sharply reduced changes to network connections. Value for the Market Position Value for the Process Increase market share Accelerate product development process Implement self-directed work teams Measure: Measure: Market share contribution of new products Time to market (before and after) Value for the Personnel and Knowledge Management Financial Value Increase worker interaction within product development teams Move people and equipment not furniture and cables Measure: Measure: Workplace flexibility to support frequently changing work teams Time and costs required for workplace moves, adds, changes reduced by 72 per cent ROI in five years. 288 Design, Management and the Organization Design managers have to answer four questions: How should we appear, through design, to our customers in order to achieve �� our vision? Design knowledge applied to corporate difference-building and strategic market positioning. To satisfy our stakeholders how can design help in the business processes in �� which we excel? Design provides improvements in company performance and processes, these innovations in processes being totally invisible to outsiders. How will we sustain, through design, our ability to change and improve? �� Design- explicit knowledge is applied to strategic change, perspective, personnel empowerment and talent search. To succeed financially, how should design appear to our shareholders? Design �� explicit and measurable value of company reputation, stock market performance and societal responsibility. Applying strategy theory and the BSC tool offers the design profession both a theory and a concept for communicating the value of the design activity within organizations.
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With that, design value can become part of the business jargon.
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