References chan kw and mauborgne r 2005 blue ocean

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References Chan, K.W. and Mauborgne, R. (2005) Blue Ocean Strategy. Boston, MA: Harvard Business School Press. Gunz, H. (1990) Corporate Approaches to Design Management , in M. Oakley (ed.) Handbook of Design Management. Oxford: Blackwell. Hughes-Stanton, C. (1967) The Cost of Industrial Design , Design Journal 227: 43 7,
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(accessed 10 October 2010). Walker, D. (1990) Designers and Managers: Two Tribes at War , in M. Oakley (ed.) Handbook of Design Management. Oxford: Blackwell. Recommended Reading Farr, M. (1965) Design Management Why is it needed now? Design 200: 38 9. Gorb, P. and Dumas, A. (1987) Silent Design , Design Studies 8(3): 150 6. Kotler, P. and Rath, A. (1983) Design: A Powerful but Neglected Strategic Tool , Journal of Business Strategy 5(2): 16 21. Oakley, M. (1984) Organising Design Activities , in M. Oakley, Managing Product Design. London: Weidenfeld & Nicolson. 12 Embedding Design Practice within Organizations Angela Meyer When I began practising design, I found the studio to be a special place that harboured powerful tools, practices, and a magical way of working together with a group of intelligent and creative people. Somehow our whole was far, far more than the sum of our parts, and, to me, that was (and still is) one of the most astounding aspects of the experience of working as a designer. No matter what problem a client presented us with, we could manage to make the problem interesting, challenging, meaningful, and of course, solve-able. I used to think that this dynamic was unique to the design studio, a special world unto itself. But as I got involved with larger, more strategic projects, my work started to take me increasingly out of the safe harbour of the studio and more and more into my clients environments. I learned that instead of the old model of clients bringing discrete problems to the studio, designers must learn how to take the studio into the messy organizational context of the problem. Eventually I began working as a consultant on projects where the explicit goal was to take design thinking and practice into large organizations. Through my experience working inside both public and private organizations, I have seen that design practice can be every bit as powerful to business analysts, marketers, product and channel managers, vice presidents, and CEOs as it is to professional designers. Hypothesis: Design Is Good for Organizations While design as an organization-wide function or practice is a relatively new concept, it is one that is gaining traction as companies and public-sector organizations look for ways to become more competitive and productive. Once they have exhausted the panoply of traditional business and management tools, whose purpose is to tighten 188 Design, Management and the Organization operational focus, increase efficiencies and stabilize core capabilities, organizations often find themselves locked into a mechanistic operational model and undifferentiated in the marketplace. They may be very good at what they do, but they are
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unprepared for changes in the market or meeting the needs of new markets. These organizations
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