The nine elements of the matrix presented above correspond with the seven

The nine elements of the matrix presented above

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The nine elements of the matrix presented above correspond with the seven themes identified by Lockwood (2004) how corporations can use design as a business resource: One: Organizational structure (see Design Thinking) Two: Design Management processes (see Design Processes Standards) Three: Design to enable change (see Design of Business) Four: Design-facilitated corporate strategy (see Brand Design) Five: Design to realize innovation (see Design Thinking) Six: Design teams and collective purpose (see Multi-disciplinary design teams) Seven: Design-minded corporate culture (see Creative leadership) Design and Corporate Strategy Creative Leadership If design should become an essential part of a corporate strategy then it seems to be helpful (if not necessary) to have creative people sitting on the board of directors. If design will be the byword of the 21st century, designers will have to take their places as its leaders (Farson 2008). This close relation between the strategic orientation of a 148 New Educationa l Pers pectives for Designers and Managers company and the disciplinary background of its leaders can be seen in many cases. For example, in the tradition of the German automotive industry it was, for a long time, an unspoken matter of course that members of the board of directors should have fuel in their blood , which means that they should have a strong background in engineering. If you are dealing with needs, wants and wishes of your customers it seems appropriate to ask for a strong background in creative disciplines. Steve Jobs of Apple is a good example for the strength of creative leadership. Brand Design If the decision is made that a company should be known for its friendly face to the customer and for its orientation towards customers needs, wants and wishes, the question arises how to achieve this goal. And that is not only a question of which products to produce and sell or which business model to choose but it concerns the
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appearance of the company in its totality. This total appearance of the company to others like customers, stakeholders, employees is known as brand identity. The application of knowledge from human sciences, technology, materials experiences, as well as from aesthetics and communication sciences, can be used by design to be part of the strategic process to formulate a brand identity for companies. Such an approach is described by Bevolo and Brand (2003) for the brand design process at Philips Design: In summary, Philips s brand design process offers a unique design management approach to delivering a strategic brand direction. In this context it should not be forgotten that brand design is not only about products, services or communication strategies but also about the integration of the employees into the brand identity (de Chernatony 1999).
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