By using the background of rbv strategy theory it is

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By using the background of RBV strategy theory, it is possible to reverse the strategy
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map of the design ladder or of the necessity of years of experience in design management before reaching the strategy level. The design Balanced Scorecard shows another route that is dynamic, long term and actively human . Design can enter organizations from the intangible value of design skills what we have named above the transformation value or the learning perspective in the BSC. Additionally, designers have to avoid their myopia towards the financial value of their profession. Any design decision has both a financial and substantive value. This is particularly important when the new international accounting standards IRFS are evaluating the intangibles in the organization s capital, where design is involved through intellectual property or talented creative human capital or brand or customer relationships. So, in practice, what is the route for this radical design management (Figure 18.1)? This alternative route starts with design skills as core competency. Design directors and CEOs in strategic committee contexts decide first which financial objective is preferred: productivity or growth. In order to reach this financial target, design managers have to follow four phases: Design Strategic Value Revisi ted 291 1. Insert design talent in the company capital and intangible assets whether human capital, information capital or organization capital. 2. Align this intangible value with the corporate strategy through design strategy, job position, information technology and organizational charts. 3. Develop processes such as operational processes, customer management processes and innovation regulatory processes. 4. Finally, create three different types of customer value: product/service attributes, customer relationship, brand. In the near future, design management will be driven by transformation design value or by a design you can t see attitude. Choosing design as core competency will transform both strategy and organization, then reconcile finance and culture: The Art Firm (Guillet de Monthoux 2004). The design value chain has changed priority. The design strategy map starts by the design you can t see value. It is design as research and knowledge, reinforced by employees training and empowerment, adequate organizational processes and technologies that in the end produce competitive market and brand value. Conclusion: Generalizing the Research Framework of Design Science in Organizational Studies (2010 ) During these postmodern times, interdisciplinarity is happening in a period in which the aging modern university still dominates the educational landscape. While disciplinarity survives intact, interdisciplinarity proliferates rather as counterdisciplines. Design management, as a new interdiscipline, is like other interdisciplines: often housed in insecure research programmes and in poorly funded research departments.
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