Design research methods are specific and differ from

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Design research methods are specific and differ from R&D and marketing yet share the same aim of providing the organizations with the knowledge and vision necessary to survive in the long term. The artefacts conceived by designers are embedded knowledge . Design is a knowledge-based activity. Consequently, design managers can use their designbalanced scorecard to improve the integration of designers implicit and explicit knowledge in all managerial decisions for value creation in value management. Design Management Radical Route: The Core Competency Strategy The radical route explores how design knowledge might be exported and imported across the traditional borders of design. New design forms emergent roles for design that are value driven, such as designers as negotiators of value, as facilitators of thinking, as visualizers of the intangible, as navigators of complexity and as mediators of stakeholders (Inns 2007). More CEOs are thinking of design not from the standpoint of the design outcomes, but from the standpoint of contemporary managers challenges that can turn to design thinking for solutions and for inventing new ways of governance. Suddenly, design is a must for companies performance . Chief executives attend design seminars or send their managers to design studios for education in order to bring more creative thinking into their jobs. As an example, Procter & Gamble is changing its culture and integrating design in the company DNA. 290 Design, Management and the Organization This strategy is also broadening design skills to face the challenges of contemporary managers and society governors. The design activity is sense making (Weick 1995) for organizations that are facing choices in their organizational model. So in practice, what are the current managers challenges for design management? Managing complexity: applying design thinking , holistic view and �� information design visualization skills to simplify complex environments, to build scenarios for system change. Globalization and innovation: companies have to be international: design �� teams are used to multicultural working environments and creation has no frontier. Designers can help changing to be both excellent in standardization and in personalization for glocalization . Process-oriented companies: companies have to be more human centric, customer �� driven, process oriented; new information systems have to be invented for customer experience management. These managers challenges are a perfect application for user-oriented design , provided that designers take a wider view of users design for all inclusive design: users as employees, � � shareholders, suppliers and so forth. Socially responsible organizations: while this business model is growing, �� methods are needed in order to implement it as a collective action, as sense building (Weick 1995). Designers input can go beyond advanced design projects in eco design, towards inventing and implementing standard processes for change towards SRE enterprises.
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