In teams using visualization skills design as a

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in teams using visualization skills); design as a process that favors a modular and platform architecture of product lines, user-oriented innovation models, and fuzzy-front-end project management 3. Design as transformer: Design as a resource for creating new business opportunities; for improving the company s ability to cope with change; or (in the case of advanced design) as an expertise to better interpret the company and the marketplace 4. Design as good business: Design as a source of increased sales and better margins, more brand value, greater market share, better return on investment (ROI); design as a resource for society at large (inclusive design, sustainable design) 2. For more information on the Balanced Score Card methodology, see R. Kaplan and D. Norton, Linking the Balanced Scorecard to Strategy, California Management Review, vol. 39 (1996), no. 1. 3. Brigitte Borja de Mozota, Design and Competitive Edge: A Model for Design Management Excellence in European SMEs, DMI Academic Review, 2 (2002). DESIGN AS STRATEGY Controling design ROI & business performance and brand value. Design leadership. Coherence of the design system and driving the future advanced design. Design as resource for the challenges of contemporary managers Socially responsible enterprise. DESIGN AS PROCESS Design research methods ethno design, etc. DM as managing the design function. Integrating design
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in other processes: brand, innovation, TQM. DM as improving the performance of processes. Integrating design in management decision processes. DM as inventing the future and sense building in a changing environment. DM for the quality of staff. DESIGN AS STYLING MANAGEMENT AS COMMAND & CONTROL MANAGEMENT AS ART OF COLLECTIVE ACTION MANAGEMENT AS MANAGING CHANGE Integrating design in marketing, R&D, corporate communications. DM as managing a design project. Figure 1. Design management is defined by what you think of design (vertical axis: the learning ladder of design), and by what you think of management (horizontal axis). 46 Design Management Review Spring 2006 Adding Value Through Design Design in the Value Management Model Design is thus fairly easily integrated into the value management model. So what is the problem? Why are designers still suffering from lack of recognition and support from managers? Our insight is that there are two missing links: 1. Designers lack of knowledge of management concepts and of management as a science 2. Designers difficulty in implementing a value model in their everyday practices In addition, the scope of design management has changed. This is the result of business changed understanding of the place of design in an organization, as well as of designers changed understanding of the scope of business management (Figure 1 on page 45). In this way, design management spreads from project design management to strategic design management in a dynamic process.
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