Japan he became convinced that design could become

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Japan, he became convinced that design could become one of the game changers for P&G. And ever since he has acted to support design within his organization: The roots of me being a design believer actually lie when I lived in Japan from 1972 through 1975. I ran retail and service operations. Years later, I moved back to Japan in 1994 to lead P&G s Asia business. Japan was an incredible experience. Design is important in Japan not only outstanding product design, in everything from automobiles to electronics and exquisite packaging, but also in the design of everyday experiences. (Lafley and Charan 2008) Design Leadership: Limits and Future Opportunities 411 Lafley used design as a catalyst for moving a business from being technology centred to one that is more consumer-experience centred. Moreover, he installed a direct reporting line for his design director the company s former packaging design director. This means the design director is reporting directly to Lafley himself. Finally, Lafely insisted on integrating design into the innovation process right from the beginning. There s probably no one way towards design leadership and it does need more than one. The best leaders are those who stay close to their business, are passionate about it and have a great wisdom, which they truly believe in and communicate. To create design leadership, organizations need both design champions (design believers people with a strong passion for design) in the top management and great and strategic design managers who have a direct line to them. Design Thinking Design thinking has become the latest buzz word. It is often used to describe how design competencies, methodologies and skills can be used in other arenas like new
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business models, services and politics. A number of new educational institutions and programmes like the Danish 180 Academy, which educates concept makers � � have tried to leverage this buzz into new educational offerings that combine methods from design, the human sciences, marketing and business strategy. Creativity, therefore, isn t a thing that magically appears, but a process you work through. Hammersley 2009 So design leadership promises to play a role in design thinking where it can apply its best practices to broader and more complex tests. The challenge will be not to fall into the same pitfalls and limitations as the ones they are trying to leave behind!
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