Maintaining a customer user research capability that

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maintaining a customer/ user research capability that services the entire organization. Blazing New Trails for Design Richard Buchanan has noted that there is a taxonomy of subject matters within organizations classes of a new type of product that exists within the organizational environment, which are ripe for design thinking and approaches. Better understanding of the potential of traditional forms of design practice and the articulation of new methods for integrating design as a strategic tool in organizational life should be one of the goals of management education (Buchanan 2004: 55). The UK Design Council has also elaborated on the challenge for traditional management approaches: Traditionally, organizations have been designed for a complicated rather than a complex world. Hierarchical and silo structures are perfectly designed to break problems down into more manageable fragments. They are not, however, so effective handling high levels of complexity. For this reason, many of our most long standing institutions are now struggling to adapt to a more complex world. (Burns et al. 2006: 8) These emergent problem spaces also expand the list of reasons why design can benefit organizations, because many of the organizational problems we may assign to design are not strictly product or service related. They relate to the formation and perpetuation of the organization itself. These problems might include as their subject matter strategy and planning,4 business models, internal processes, or other organizational infrastructure such as roles and governance. And these are some of the subject matters that have the most to gain from a design approach. But to succeed in utilizing this kind of design, the understanding and practice of design must be pervasive and not just constrained to one specialist team. One tool that allows us to leverage these new and exciting problem spaces is the recruitment of internal expertise. Installing design managers became one of the key elements of the transformation programmes I helped to support at 2nd Road. These design managers were not created rather they were recruited from among the existing ranks of organizational management. What we learned was that every organization has a few of these individuals who may not instinctively self-identify as designers or design thinkers but who display an immediately recognizable set of behaviours that tag them as design minded. These design managers had as much to teach us about the business as we had to teach them about design. Our collaboration was one of the most exciting places to see design unfold.
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198 Design, Management and the Organization A counterpart to the design manager s role is the notion of people who are growth catalysts inside their organization. In their research on the managers who function as growth leaders from within organizations, Jeanne Liedtka, Robert Rosen and Robert Wiltbank note that growth leadership is inherently a learning activity. This learning attitude includes both the inclination to seek out new knowledge and experiences and the willingness to experiment. I would draw the parallel that design features
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