Cross relations between design and management in

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Cross-relations between Design and Management In Table 10.1 a matrix is presented to categorize the links between design and management.
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The contribution of design to different levels of strategic management is visualized within this matrix. The framework represented by the matrix is based on the assumption that there is a strong relation between design and strategic management (see, for example, Mintzberg 1990, Liedtka 2004, Liedtka and Mintzberg 2007). Strategic management refers to different hierarchical levels: corporate level, business level and operational level. According to Porter (1987) corporate strategy concerns two different questions: what businesses the corporation should be in and how the corporate office should manage the array of business units. Strategy at business level is concerned with how to create competitive advantage in each of the businesses in which a company competes (Porter 1987, 1996). The focus on operational level (see Drucker 2006) is on day-to-day practice and refers to the functional responsibility of departments. Despite the multiple definitions of design there seems to be one common understanding: Design must be understood as a word that describes both a process and an outcome (Dumas 2000). Typically those outcomes are products (3-D or 2-D), services and communication processes. Design as a process describes the procedure that Table 10.1: Contributions from design to different levels of strategic management Strategic Management Design Corporate Business Operational WHY Motivation/ Attitude/ Perspective Creative leadership Design of business Design thinking HOW Tools/Methods/ Process Brand design Design thinking Design processes standards WHAT Products/ Services/ Communication Brand experience Business of design Multidisciplinary design teams Mutual Inspiration and Learning 147 is needed to come from a first idea to the finalized outcome. In many companies the design process itself is standardized to an extent. Within the design process several methods and tools are applied. These methods are part of what is known as design thinking (cf. Brown 2008, 2009). In addition to the what and how of design, the personality behind the designed
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products and the design process is increasingly becoming the focus of interest. The wish of many creative people to change imperfect scenarios by actively interfering through design is highly appreciated. Such an attitude seems to be very much needed when there are many options and it is difficult to decide which way to follow. Bruce Mau (a Canadian designer) asks: Now that we can do anything, what will we do? (Mau and The Institute Without Borders 2004). This emphasis on the importance of the personality of designers is also raised by Peter Gorb (the founder of the Design Management Unit at London Business School) when he claims: You re out there not to design, but to run the world (Gorb 2003).
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