A Recipe for Success: using design as an ingredient within the business mix (original) (raw)

Meanings and Uses of Design for Innovation: Conversations with UK Companies

The Design Journal, 2021

In this paper we discuss how design can have different meanings and uses in practice and what of those are related to innovation processes. The paper looks at diverse theoretical stances in regard to the meaning of design. Later on, the paper describes data collected through in-depth interviews with fifteen UK companies in the manufacturing, engineering, transport, urban living and digital services areas. The findings inform our understanding about definitions and uses of design. In addition, we identify some of the difficulties companies experience in measuring the value and contributions of design, and illustrate alternative methods companies use for that purpose. The paper concludes with a synthesis of the findings from this research.

A Designerly-Way of Conducting Qualitative Research in Design Studies

Design studies focuses on explaining the human activity of design, and is fundamental to design research. It frequently involves the use of qualitative research approaches such as case study, with the collection of a considerable amount of heterogeneous data (e.g. observations, interviews, documents, artifacts). Multiple sources and heterogeneous data can be hard to analyse. Within social sciences, qualitative analysis is undertaken through the process of coding (e.g. grounded theory) which can be supported by computer-assisted software such as Nvivo. However, this type of analysis works better for textual data and is not so effective to analyze more heterogeous and visual data sets. Moreover, the process of open, selective and axial coding in traditional qualitative research do not have a good fit with the more visual, iterative, and participatory approaches of service design researchers. To address these challenges this article presents a case study research, where a more visual and participatory designerly approach was used to conduct qualitative research in design studies. The results show that the approach enabled a richer data triangulation and analysis; and also triggered more multidisciplinary discussions, enriching study's results.

The Value of Design in Innovation: results from a survey within the UK Industry

The Design Journal, 2017

A renewed interest in the positive impact of design in industry during the last few years, especially regarding the measurement of that impact, has produced a number of studies and research in the field. All these studies have contributed significantly to increasing the acceptance of design in business, however it is still not totally clear what is the position of design within the business structure and its contributions to other functions in the organisation like innovation. In this paper we present the results of a National survey done in the UK between 2015 and 2016. The purpose of this paper is to provide academics, policy makers, and business support organisations with the insights from this study on the current use of design and potential relationship between design and innovation amongst UK firms today and to consider what this means for the future of design in business.

Design in Action: Understanding the Drivers and Barriers to Strategic Use of Design for Innovation

2018

Copyright © 2018. Copyright in each paper on this conference proceedings is the property of the author(s). Permission is granted to reproduce copies of these works for purposes relevant to the above conference, provided that the author(s), source and copyright notice are included on each copy. For other uses, including extended quotation, please contact the author(s). Design in Action: Understanding the Drivers and Barriers to Strategic Use of Design for Innovation Jea Hoo NA, Martyn EVANS , Emilene ZITKUS, Anna WHICHER and Andrew WALTERS a Manchester School of Art, Manchester Metropolitan University; b PDR, Cardiff Metropolitan University

Design, the Language of Innovation: A Review of the Design Studies Literature

She Ji: The Journal of Design, Economics, and Innovation, 2018

There is a vast body of research exploring the myriad ways design can contribute to business success. For example, businesses seeing to generate new products, services, processes, models, and strategies as part of their eorts to innovate often turn to design for support and leverage. But how clearly have scholars defined the relationship between design and innovation? Is it even possible to explain the connection between the two? In this article, we investigate whether the design literature published over the past thirty years contains an answer to these questions. We organize our findings into clusters describing the key roles that design activity plays in the innovation process, how designers personally play a part, and the internal and external factors that contribute to design/innovation associations. We also introduce the notion that design language-be it visual, methodological, or procedural-has become not only an organizing principle that supports innovative initiatives, it has become the language of innovation itself.

Track 3.b Introduction: Measuring and communicating the value of design

Conference Proceedings of the Academy for Design Innovation Management, 2019

Although design has become synonymous with innovation, a tool for good leadership and is seen as a critical factor in the success of many high performing organisations, it is still considered by many as a luxury that comes at the expense of stakeholder resources and speed to market. Many organisations must still be persuaded to employ design. Design strategy, or the politics of design, is emerging as a critical issue required to overcome the powerful forces that often inhibit the implementation of good design. Some organisations have attempted to measure design, but it is still an inconclusive practice. How do we make design impact, visible and measurable? How do designers convince decision makers of the tangible and enduring benefits of good design? How do organisations know that their designs are having the desired impact? This track explored the theme of transforming business strategy, organisational practice and culture, influencing management decisions and impacting citizens t...

Design: A Business Case

2020

This book argues the business case for design excellence in organizationwhether your mission is to develop new products, services, or procedures or to change existing ones into something better. Although design thinking has reigned for some years now, design management has been left in the shadows. However, design thinking without design making-skillfully integrated and properly managed-easily becomes hollow and meaningless. Design excellence requires knowledge, as well as end-to-end management, of the resources and the creative energy that go into development and change processes. Design thinking-made up of the acknowledgment of design skills, of methodological choices, the right mindset, and a conducive culture-is dynamic and adaptable to the project itself and the people involved. Design thinking is a framework developed to ensure C-suite endorsement, strategic coherence, stakeholder engagement, and design excellence in all actions undertaken by the organization. Design management is a rigorous and strategically anchored mechanism to capitalize on the investment in design as intellectual capital. And design-as we've always known it-is the skills and methods and creative capabilities needed to embody ideas and direction. Design thinking inspires, design management enables, design embodies. Only when the three play together as a team, the result is design excellence. Design: A Business Case challenges you to stimulate innovation in your own organization, to make design a dialogue between complementary skills, to see design as a bridge between mind and matter, image and identity.

The Role of Design in Business (Editorial)

Design for Business, Volume 3

A recent analysis commissioned by our colleagues at the Design Management Institute (DMI) concluded that design-driven businesses have economically outperformed Standard & Poor’s Top 500 companies by a staggering 228%. According to the business magazine Fast Company, who reflected on this study, investments in design, user experience, branding and creative advertising have clearly paid off for companies such as Apple, Coca-Cola, Ford, Herman Miller, IBM, Nike, P&G, Starbucks, Target, Walt Disney and Whirlpool. As a result, these companies have gained significant stock market advantage over their competitors. Fast Company’s interpretation of this study is that when there is a senior-level commitment to design leadership, design can be effectively used as an innovation resource and as a force for positive change. To us at Design for Business, this is merely a confirmation of what we already knew: that design is good for business. After all, the core theme of our conference and this subsequent publication is the role of design in business and its use as a strategic resource.

Aligning Strategy and Design Perspectives: A Framework of Design’s Strategic Contributions

The Design Journal, 2011

Many aspects of strategic importance can be influenced through effective use of design. An integrated, holistic application of skilled design resources can make important contributions to competitive advantage. Identifying such contributions elicits a framework useful for clarifying the concept of ‘strategic design’ in general terms, and for describing design’s use in specific organisations. This paper presents such a framework and descriptions of two contrasting firms, based on interviews with designers and others in design-related roles in each. These demonstrate differing approaches to the use of design as a strategic resource, and how such a framework helps identify and describe them.