From strategic design to design integration

Within a growing awareness of design as central to the strategic success and the sustained competitive advantage of firms, this paper examines how companies pursue design driven innovation (Verganti, 2008, 2009) and respond to design led innovation initiatives (Matthews & Bucolo 2013). Specifically, this paper reports the findings of a collaborative research project where CEO sponsored senior managers from five multi-national organisations, met regularly over a twelve-month period, to discuss their progress on applying a design led approach in their firms. This longitudinal research project traced the process and progress of change instigated by the senior management representatives, as well as the deeper investigation of the barriers and challenges to re-frame design more strategically in their organisation. Data were collected through workshops and interviews throughout the twelve-month period, regarding the firms’ journeys and also the barriers and challenges firms faced in order to become design led. The findings present a novel set of implications for both designers and management scholars. This paper seeks to contribute to research and practice by investigating the processes and outcomes of a design led innovation program and to propose implications for practice for designers and management.

Strategic design of There App’s business model: From product to multi-sided platform

The following work project illustrates the strategic issues There App, a mobile application, faces regarding the opportunity to expand from its current state as a product to a multisided platform. Initially, a market analysis is performed to identify the ideal customer groups to be integrated in the platform. Strategic design issues are then discussed on how to best match its value proposition with the identified market opportunity. Suggestions on how the company should organize its resources and operational processes to best deliver on its value proposition complete the work.

From production to purpose : using design led innovation to Build Strategic Potential in a Family-Owned SME

There is an evident need to develop the strategic capabilities of companies from within, to ensure competitive competence in a time where strategy is a necessity. This paper is based on the first 4 months of a longitudinal embedded case study of a family-owned Australian small to medium enterprise, in their journey towards design integration. The first author was embedded as a ‘Design Innovation Catalyst’ to collaborate on overcoming early barriers of strategic development, using design led innovation. Action research methodology, semi-structured interviews with seven out of eight employees and a reflective journal revealed the absence of a shared vision, conflicting drivers and a focus on operational efficiency rather than strategy. Through the Catalyst’s facilitation, a company vision, general awareness, practice and knowledge in strategic development have emerged as the first steps to generating strategic design competence within the firm.

Integrating strategic and sustainable design approach for innovation process: a cement case study

Global society and technology have changed the relationships of the market. Quality and cost are not the main aspects of any industrial product. On the other hand, design, innovation and sustainability became significant requirements to company’s competitiveness. In this context, the design approach has shown evolutions, integrating social and environmental aspects beside traditional aspects such as technical and economic. Still, design has been becoming a strategic opportunity for companies, improving their competitiveness and increasing their market share. Thus, this research has analyzed the integration of both the Sustainable Design and Strategic Design Coaching (SDC) method in the making decision activities of companies. A cement company (BQMIL) was assigned as case study, in which the previous results have pointed out the significant hole of those concepts to generate Eco-innovation and Eco-Brand to increase its market share, corroborating the expectative of the design team

The strategic role of design in supporting knowledge exchange

Within the last decade design has had a strategic role in tackling escalating environmental, social and economic problems. Through design thinking, creative methods have been applied to problem solving in a process of collaboration and designers working in new territories and knowledge domains. As the designer has moved further afield the method of Knowledge Exchange (KE) has become more recognised as a democratic approach to collaboration with the ethos that everyone has something creative and productive to offer. This paper provides reflections on early stage findings from a strategic design innovation process in which collaborative partnerships between academics, SMEs and designers emerged through KE and suggests that there is value to be had from using design strategically for not only those from a business or academic background but also for those from the design community and points to a need for more training for designers from all disciplines in how to use design strategically

Design Led Innovation : exploring the synthesis of needs, technologies and business models

The term Design is used to describe a wide range of activities. Like the term innovation, it is often used to describe both an activity and an outcome. Many products and services are often described as being designed, as they describe a conscious process of linking form and function. Alternatively, the many and varied processes of design are often used to describe a cost centre of an organisation to demonstrate a particular competency. However design is often not used to describe the ‘value’ it provides to an organisation and more importantly the ‘value’ it provides to both existing and future customers. Design Led Innovation bridges this gap. Design Led Innovation is a process of creating a sustainable competitive advantage, by radically changing the customer value proposition. A conceptual model has been developed to assist organisations apply and embed design in a company’s vision, strategy, culture, leadership and development processes.

Resilient Maroochydore 2029 : Urban Design Futures

Resilient Maroochydore 2029 This exhibition showcases the work of 4th year undergraduate Landscape Architecture students in response to issues of sustainability in Maroochydore on the Queensland Sunshine coast. The projects comprising this exhibition all investigate possible design futures for the Maroochydore Centre, in the light of a series of new disturbance scenarios. Specific disturbances upon the landscape have been imagined, and design resolutions developed based on resilience to these disturbances. The proposals investigate how the Maroochydore Centre might respond to these scenarios, and how future components of the Centre might be designed for greater ‘resilience’. The Exhibition Five groups of students (32 in total) produced five strategic planning and design options toward this future: Team Transect: “What happens to a region following a sustained period of economic prosperity, with affordable property and negligible unemployment? This proposal investigates the effects on a community of massive population explosion, land shortages and inadequate planning regulations following an extended boom period.” The Foodfighters: “This proposal considers the scenario of massive food shortages and of escalating prices, and the possibility of government intervention to stabilise food supply. Strategies based upon simplified, collaborative approaches to food production are investigated.” The TTMKG: “This proposal explores the scenario of Peak Oil and the subsequent effects on society of homelessness, large scale unemployment, food shortages and global financial and political instability. Individual opportunities are restricted by the limitations of bicycle transportation.” Team Peak: “Peak Oil has restricted private vehicle transport to only the most wealthy, while public transport systems are under immense pressure. Rising unemployment drives localised trade initiatives, and the global import/export market has collapsed. This proposal considers the transition of a community from its position in a global economy to that of a relocalised economy, where basic needs are secured as close to home as possible.” After the City: “A rapid population decline as a result of the region’s failing economy has resulted in a fragmented urban fabric. This proposal investigates the possibility of new suburbanisation, reinterpretation and reinvention of space through phased processes.”

The shifting value of design in the Australian Architecture Industry

Architects regularly employ design as a problem-solving tool in the built environment. Within the design process, architects apply design thinking to reframe problems as opportunities, take advantage of contradictory information to develop new solutions, and differentiate outcomes based on context. This research aims to investigate how design can be better positioned to develop greater differentiated value to an architect’s current service offering, and how design as a strategy could be applied as a driver of business innovation within the Australian architecture industry. The research will explore literature relating to the future of architecture, the application of design thinking, and the benefits of strategic design. The future intent of the research is to develop strategies that improve the value offering of architects, and develop design led solutions that could be applied successfully to the business of architecture.

Design brief: Fundamentos conceituais no processo criativo de inovação por design

Em projetos de inovação por design, a concepção detalhada e sistêmica do projeto amplia a probabilidade de êxito de modo a preservar e aumentar o retorno dos recursos investidos. Privilegia-se o desenvolvimento em etapas para ampliar a consciência do ecossistema e valores associados ao projeto. Deste modo, o processo é conduzido de modo mais adequado partindo do contexto e objetivos à sua especificação conceitual para execução. Um levantamento dos parâmetros, processos, atividades, formas de conexão e interação, ambiente, elementos do projeto e contexto semântico estruturam um percurso metodológico em módulos e ferramentas que refinam gradualmente a partir do objetivo inicialmente exposto ao projeto de inovação bem-sucedido.

A cultura cerâmica no design da joalharia portuguesa

Este trabalho de investigação tem como objectivo contribuir para o aprofundamento de estudos vocacionados para o desenvolvimento de novos produtos, suportado pelo encontro entre duas Culturas do Fazer, a cerâmica e a joalharia, e orientado pela Cultura do Projecto, o design. A análise e a ponderação acerca dos pontos em comum entre estas duas culturas materiais, em particular no contexto português, são a base para a definição e a aplicação de um novo concept de produto, mediado por uma metodologia projectual e sustentado nas noções de Modularidade, de Arquétipo, de Tipologia, de Valor Semântico, de Valor Simbólico, de Sistema de Produto e de Design Estratégico. Esta dissertação desenvolve-se ao longo de duas partes, após uma introdução em que se define o objecto de estudo e a metodologia da investigação. A primeira parte tem quatro capítulos. O primeiro capítulo trata do enquadramento teórico da Cultura Cerâmica a partir de uma análise históricotipologica (desde a cultura mesopotâmica até ao século XXI) orientando-se para o contexto português: os lugares de produção cerâmica e o azulejo como portador de cultura. O segundo capítulo, centrando-se em Portugal como lugar de investigação, estuda a Joalharia num âmbito experimental, analisando o valor simbólico da jóia. No terceiro capítulo interpreta-se o design entre tradição e inovação, nomeadamente a sua importância como veiculador cultural, o seu relacionamento com o artesanato e a relevância do laboratório como lugar de experimentação. O quarto capítulo analisa a acção do cruzamento entre os dois sectores – cerâmica e joalharia – na definição da cultura material, na Europa e em Portugal. Clarifica-se também o conceito de Sistema de Produto quando aplicado, como projecto piloto, à Joalharia, servindo-se de estudos de caso como mediadores experimentais. A segunda parte tem três capítulos. No primeiro capítulo analisam-se e averiguam-se tipologias de jóias existentes, assim como algumas provas laboratoriais que permitem o entendimento da tecnologia cerâmica no desenvolvimento de um projecto de Joalharia. Possibilita-se, deste modo, o surgimento dos primeiros estudos tipológico-formais determinantes para a definição da tipologia de projecto jóia-azulejo. No segundo capítulo define-se uma estratégia metodológica para aplicar a um produto de jóia cerâmica, analisando a particular importância do factor emocional na tomada de decisão do cliente. O terceiro capítulo defende um projecto experimental, como momento de verificação, aplicação e materialização do estudo desenvolvido nesta dissertação, proporcionando uma ocasião projectual para avaliar as potencialidades de um produto futuro, orientado pelo design, fruto do cruzamento entre a Cultura Cerâmica e a Joalharia em Portugal.