products,services and branding.Services are not merely a problem for the service industry but are as important tomanufacturing organizations, the public sector and charitable organizations. Bill Hollins�chapter on A Prospective of Service Design Managementshows how new and��emerging design practices and design professions, too, provide new contexts for designmanagement research and practice. He points out how service design was initiallyunderstoodto be a variation of engineering design and looked at as just another type of�product. He explains how this idea has changed and discusses the consequences �forthe role of design in organizations.Davide Ravasi and Ileana Stigliani situate design in Small and Medium-sizedEnterprises (SMEs). Their chapter Successful Design Management in Small and�Medium-sized Businessesexplores the factors that lead to successful design �projects inSMEs. Ravasi and Stigliani highlight the problems that emerge when design consultanciesengage with managers who are often unfamiliar with professional designactivities and processes. Their findings provide useful insights into issues of designeducation for managers, which we address in detail in Part II. However, their chapteroffers the perspective of design consultants and what they wish managers in organizationswould know about design. With that, they offer a fresh perspective on a classictheme, which has been memorably put in words by David Walker in Designers and�Managers: Two Tribes at War?(Walker 1990).�Thomas Lockwoods chapter A Study on the Value and Applications of Integrated��Design Management,closes this section with another take on embedding design in�the organization. He uses the findings from his study into visual branding to drawinsights into integrated design management. For Lockwood, the role of integratedEditorial Introduction 183design management is one of enabling innovations in distinct design disciplines presentin an organization while ensuring an overall coherent design experience. Despitethis obviously significant role, he finds that research and knowledge about integrateddesign management are lacking both in the academic community and in the practicecommunity.Strategy in Design ManagementEver since Kotler and Rath highlighted design as a strategic tool (see Part I), the roleof design in strategic matters has been a topic of great interest in design. Theopportunitiesfor design to tackle strategic questions has been advanced by two key developmentsin the field of strategy. For one, the concept of a strategyhas changed. No��longer is strategy considered a finished product that needs to be executed. Instead, astrategy is interpreted to be an action and to be in action. This shift in interpretationhas brought the concepts of product development closer to those of strategy making.
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