Kathryn Best - Academia.edu (original) (raw)

Papers by Kathryn Best

A. Versaci et al. (eds.), Conservation of Architectural Heritage (CAH). Advances in Science, Technology & Innovation (Springer Series), 2022

Sustainability as a theme, choice, and increasing requirement is a critical aspect of many cities... more Sustainability as a theme, choice, and increasing requirement
is a critical aspect of many cities, businesses,
industries, and communities of practice today. It is a
movement that is necessitating a change in how we
operate as individuals, institutions, and ecosystems so as
to have a less harmful impact on the world. Whether
designing buildings, regenerating towns, preserving culture,
celebrating architectural conservation, or growing
sustainable tourism, the benefit of thinking sustainably
relies on how we can best reevaluate current business as
usual practices so as to enhance economic, societal, and
environmental wellbeing for the long-term. This paper
presents two case studies of relevance to built heritage,
conservation, and tourism professionals—case studies
that are good practice examples of how sustainable
thinking can create value in two different locations in the
world. The first case study from the United Kingdom and
Ireland investigates Architectural Conservation through
the lens of sustainable communities—how communities
can celebrate and participate in the place-making
attributes of unique built heritage assets in a way that
strengthens the identity, stability, and growth of a region.
The second case study from the United Arab Emirates
explores cultural heritage through the lens of sustainable
development—how the urban fabric of a place can
sustainably connect past heritage to present culture and
future generations. The paper closes with a summary on
how culture, conservation, heritage, and tourism management
professionals can be inspired by these ideas to
(1) integrate sustainable thinking as part of business as
usual in heritage management, and (2) assess wider
opportunities provided by sustainable thinking in heritage
for the benefit of future generations.

Y. Mahgoub et al. (eds.), Cities' Identity Through Architecture and Arts, Advances in Science, Technology & Innovation (Springer Series), 2019

The concept of the pop up has been popularised in the worlds of art, design, retail, restaurant, ... more The concept of the pop up has been popularised in the
worlds of art, design, retail, restaurant, and business
enterprise, and in the retail context alone, it is currently
estimated to be a USD $50 billion industry. A pop up
describes a business or event that is set up quickly, for
short-termoperation, in a temporary location. It can last for
one day or several weeks and typically disappears as
quickly as it “popped up”. As a concept, it is used by
companies to build interest in branded products and
services, by artists and designers to host gallery-like
exhibitions and events, and by popular culture influencers
to promote unique environments and experiences. Pop up
retail began extending into other genres around 2009, when
the pop up restaurant—temporary restaurants popping up
in various locations—began growing in public interest and
frequency. This chapter presents three “cultural pop ups”
from the worlds of archaeology, cultural heritage, and
contemporary architecture (pop up museum in Libya, pop
up exhibition in the Netherlands, and pop up architecture in
United Arab Emirates) with suggestions for howthe pop up
concept could be applied to the context of architectural
heritage. When approached from the perspective of
creative engagement, the opportunity exists to disrupt
routine ways of relating to archaeology and architecture
and encourage new ways for heritage professionals to work
with non-professionals in rediscovering the past, engaging
with the present and safeguarding the future.

In G. Aouad, P. Ivy, & M. Ali (Eds.), ICITEE 2019: International Conference on Innovation, Technology, Enterprise and Entrepreneurship (pp. 50–58). University of Applied Sciences, Bahrain., 2019

The Creative Industries – and the value generated by creativity and innovation - are a powerful w... more The Creative Industries – and the value generated by creativity and innovation - are a powerful way for countries and companies to elevate their profile, performance and appeal. As an invaluable part of the creative industries, design has been receiving increased attention in many regions of the world due to its ability to be used for cultural expression, competitive differentiation, creative speculation and process innovation. Design is also known as a tool that can catalyse innovation, and growing in awareness is its
value as a tool that can catalyse entrepreneurship. The common ground between design and entrepreneurship is that they both take a creatively enterprising, purpose-oriented and risk-assuming approach to problem-solving, opportunity-finding, customer creation and market identification. However, just as entrepreneurship needs to be managed (through ventures, innovations, strategies and outcomes to take an idea into market and so make the business venture a success), so design needs to be managed
(through strategies and processes for creativity, design and innovation that will ensure delightful products, services and experiences, satisfied customers and business success).
Taking a managed approach to design has already been proven to benefit both enterprise revenues (profitability) and national economies (growth), while simultaneously having a positive impact on social, environmental and cultural ‘quality of life’ concerns. Within the complex conditions of the world in which we live, the intricate challenges and wicked (seemingly impossible) problems we face, individually and collectively, might be better regarded as creative problems, design challenges and entrepreneurial opportunities – otherwise we are at risk of overwhelm. This paper presents design in the context of creativity and enterprise and serves as a conversation starter on design management as an integrative organisational framework for fostering innovation and entrepreneurship in business and beyond. It is intended to contribute to the field by (1) providing a brief introduction to the creative economy for readers who are unfamiliar with the economic importance of the creative industries, and (2) serving to inspire non-designers and entrepreneurial thinkers to be curious about, and participate in, in the area of design management.

Design Management Review, 2017

How can we prepare and protect the designer mindset while we enable aspiring CDOs to survive, pro... more How can we prepare and protect the designer mindset while we enable aspiring CDOs to survive, provoke, and transform the boardroom of the future?

K. Best & M. Koria (2017). Design, Collaboration & Evolvability: A Conversation about the Future. In E. Bohemia, C. de Bont, & L. S. Holm (Eds.), Conference Proceedings of the Design Management Academy (Vol. 1, pp. 261–276). London: Design Management Academy. doi: 10.21606/dma.2017.XX, 2017

This paper is an exploratory conversation on collaboration, shared value, ecosystems, platforms, ... more This paper is an exploratory conversation on collaboration, shared value, ecosystems, platforms, silent designers, the unexpected and ambiguity. It is held together by the idea of evolvability and a continuous loop of creation and design. It aims to report a journey that has no real starting point and no end in sight, and while it refers to a number of thinkers, it does not subscribe to any single school of thought. It has deep foundations in various disciplines, but remains aloof of single perspectives. It has been written as an experiment, in respite from conventional formats of producing academic text. It does, however, maintain an engagement with the serious matter of creating the future of design innovation, suggesting that we need to engage deeply with evolvability to benefit from ambiguity and the unexpected. This means moving from trying to see the future into creating it, a fine task for design. This paper is a dialogue 1 , a conversation paper, an unfolding narrative and exploration, the musings of two people interested in the future of design. The wide and meandering discussion 2 started on collaboration and ended there-wondering where are the spaces for 1 In line with Schön (1991) we understand reflective practice is a dialogue of thinking and doing through which one becomes more skilful. 2 A series of sessions in 2016-2017 in various interesting places over coffee and sometimes cakes.

Design Management Review, 2010

Does design really make a bottom-line difference? And what factors support it most effectively? T... more Does design really make a bottom-line difference? And what factors support it most effectively? The extensive survey research explores the strategies and investments that have the biggest payoff.

Desma Avenues : Reflecting on Design + Management, edited by Anna Rylander, Claudio Dell'Era and Oriana Hasselwanter ( 2015).. Gothenburg: Art Monitor., 2015

By its very nature, design is a noun and a verb. To experience the results of design (the outcom... more By its very nature, design is a noun and a verb. To experience the results
of design (the outcome/noun), it is not necessary to experience the process of design (the journey/verb). However, with the increase of collaborative and participative processes in our politics and societies, interactions and ideologies, and the challenges we face as humanity, feeling we have some say in where we are going is increasingly important. Much of the success of design thinking as an experiential process tool within organisations is to be celebrated. However, success can often come with unintended consequences, and for many designers, the short-term high of being taken seriously by business (design management 101 pre-2004) may well evolve into a greater awareness of what happens in a world where design has been ‘upsold’ so as to make everyone a designer. In which cases does design thinking put people at the heart of the experience, presumably in order to make things better for all of us and not just some of us? Are there cases in which design thinking is, in effect, giving morally bankrupt institutions an explicit ‘customer journey’ map with which to dehumanise and reduce the quality of our interactions to the benefit of ‘shareholder value’? Who are these people whom design is serving and making things better for – is it for all of us, as humanity, or not?

Design Management Review, 2012

Books by Kathryn Best

How creativity, design and innovation connect to strategy is currently a key area of debate. This... more How creativity, design and innovation connect to strategy is currently
a key area of debate. This book sets out the connections and possibilities available for innovation, transformation and growth, in connection to commercial and educational research and enterprise.. It suggests that the tools of design thinking could help organisations to radically change their existing processes and practices, to create more sustainable products and services, to engage with people and places in better ways, and to adopt healthier lifestyle behaviours. Design could also provide the facilitation and communication tools needed to envision the positive motivations for more ethical business practices and consumption patterns (for example, recycling, renewable energy use, low-carbon-living and green job creation, as opposed to other more destructive patterns of behaviour).

Bloomsbury Publishing, 2015

All designers will feel that creativity and innovation are at the heart of their designs. But for... more All designers will feel that creativity and innovation are at the heart of their designs. But for a design to have an effective and lasting impact it needs to work within certain structures, or have those structures created suitably around it. No matter how you work, a design can always be improved by assessing where it fits into the market, how it best to strengthen it before its set in stone, who it could appeal to. It needs to be managed.

In this accessible and informative second edition, Kathryn Best brings together the theory and practice of design management. With new interviews, case studies and related exercises, she provides an up to date guide for students wanting to know more about the strategy, process and implementation crucial to the management of design. The book takes its reader through the essential steps to good management of design and highlights topics currently under debate. In each part of the book Strategy, Process and Implementation are each explained using advice from leaders in the industry and real life examples. Best breaks up each part into clear and readable sections to create the perfect academic and professional practice book on design management.

Bloomsbury Publishing, 2006

Kathryn Best brings together the theory and practice of design management. This is a guide for students wanting to know more about the strategy, process and implementation crucial to the management of design.

The book takes its reader through the essential steps to good management of design and highlights topics currently under debate. In each part of the book Strategy, Process and Implementation are each explained using advice from leaders in the industry and real life examples. Each part is divided into clear and readable sections, resulting in a highly accessible, illustrated and informative academic and professional practice book on design management.