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These slides have been used for my keynote at the 1st Cambridge Design Management Conference, Sep. 7th 2011. The aim of the presentation was to give meaning and a more systematic approach to the 'buzzwords' that are being used at conferences in the context of business & design namely: Design, Design Management, Design Thinking, and Design Leadership. In order to make the interrelationships more accessible I've created a model a while ago that illustrates the above mentioned relationships. The overall story of the keynote is framed into the logic of 'tweeted statements' that showed up parallel on twitter.com while I was presenting the slides in order to facilitate a real time discussion. For feedback or questions please drop me a note: cadmc1@ralfbeuker.com
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SEPTEMBER 07th, 2011
1. CADMC Conference CAMBRIDGE
PROF. RALF BEUKER DEAN, UNIV. OF APPLIED SCIENCES MÜNSTER, GERMANY
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
WHAT‘S ON STOCK TODAY?
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
01.09.11 GERMANY – AUSTRIA 6:2
„TODAY WE DIDN‘T MANAGE TO DO THE SIMPLEST THINGS RIGHT“
German National Football Coach: Joachim Löw
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
„TODAY WE EVEN MANAGED TO DO THE SIMPLE THINGS RIGHT“
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN Rendered by: wordle.net | based on ca. 1.000 words from CADMC paper titles
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN
IDENTIFY PATTERNS
REFLECT & PLACE THEM IN A GRID
DESIGN DESIGN MANAGEMENT
DESIGN THINKING DESIGN LEADERSHIP
Ralf Beuker@iterations
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Ralf Beuker@iterations
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On twitter.com search for the hashtags #twitpresi (next to #CADMC1) and you'll get all the stu!!
DESIGN DESIGN MANAGEMENT
DESIGN THINKING DESIGN LEADERSHIP
Ralf Beuker@iterations
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01. Design, D-Mgmt & D-Thinking di!er in their organizational impact & abstractness in thinking http://is.gd/ikpjGX #cadmc1 #twitpresi
DESIGN THINKING
DESIGN MANAGEMENT
DESIGN
Degree of Abstractness in Thinking
Organisational Impact
© design-management.de
DESIGN AND ITS RELATIVES
DESIGN
Degree of Abstractness in Thinking
Organisational Impact
© design-management.de
DESIGN AND ITS RELATIVES
DMI Conference London , September 2010
DMI Conference London , September 2010
Ralf Beuker@iterations
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02. Is Design serious enough about business to be taken seriously by business? #twitpresi #cadmc1
Credits: http://bench.li/
„So many of the products that we’re surrounded by want you to be very aware of just how clever the solution was. “ (Jonathan Ive, Apple in ‚Objecti"ed‘)
„That’s what we’re really always looking for whenever we design, ways we can improve the way people do things without them even knowing or thinking about it. “ (Davin Stowell, Smart Design in ‚Objecti"ed‘)
„Today I see my role as a designer to help de"ne what we should be creating for people, and the output is not necessarily obviously a design, it’s not obviously a product.“ (Tim Brown, IDEO in ‚Objecti"ed‘)
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03. First & foremost Design is a human/creature centered activity that results in new products, services & processes #twitpresi #cadmc1
„We’re building all these really kitsch stage sets that have absolutely nothing to do with the age we live in.“ (Karim Rashid as himself in ‚Objecti"ed‘)
NO COMMENT ...
DESIGN MANAGEMENT
DESIGN
Degree of Abstractness in Thinking
Organisational Impact
© design-management.de
DESIGN AND ITS RELATIVES
Ralf Beuker@iterations
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04. Good (d)Design management addresses multiple layers of meaningful interaction http://bit.ly/1olc73 #twitpresi #cadmc1
Esthetics
Interaction
Performance
Construction
Meaning
• Sensorial Layer Design as Communication (How the product looks)
• Behavioural Layer Design as Communication (How the product feels)
• Functional Layer Design as Process (What the product does)
• Physical Layer Design as Process (How the product is made)
• Mental Layer Design as Expression (What the product means)
DESIGN AS MEANINGFUL INTERACTION
Collaborative work by R. Beuker & E. Roscam Abbing based on original work by E. Roscam Abbing
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05. R. Buchanan: Great design occurs at the intersection of constraint, contingency, and possibility #cadmc1 #twitpresi
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06. Design as a function has a tendency to scale up from operational, business to corporate level > http://is.gd/O3557s #cadmc1 #twitpresi
Design Management Manage Design
to design Management
to manage Design
Corporate Operational Business
DESIGN MANAGEMENT = MANAGING TENSIONS
Man
agin
g Res
ource
s Creating Capabilities
© Prof. Ralf Beuker, design-management.de
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07. Therefore ‚operational‘ is not the opposite of ‚strategic‘. Wikiped entry is wrong here: http://bit.ly/pgBUKA #cadmc1 #twitpresi
DESIGN THINKING
DESIGN MANAGEMENT
DESIGN
Degree of Abstractness in Thinking
Organisational Impact
© design-management.de
DESIGN AND ITS RELATIVES
Ralf Beuker@iterations
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08. Even a well-prepared mind guesses oftener wrong than right, but our guesses succeed better than random luck (Peirce) #cadmc1 #twitpresi
Arne van Oosterom citing my tweet from #DMILondon at CCC Conference , September 2010
(EARLY) STAGES IN THE DESIGN PROCESS
Credits for this model go to Kevin Cheng: www.kevnull.com
DMI Conference , September 2010
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09. How to solve the DT-Paradox: Abductive Thinking aka reasoning through successive approximation #cadmc1 #twitpresi
» COLLECT > COLLATE > CONSOLIDATE > COLLABORATE » THINKING ABOUT WHAT MAY BE
http://www.designthenewbusiness.com
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10. What are the basic di!erences between managers & designers? Well, di!erent approaches to problem solving. #CADMC1 #twitpresi
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11. Di!erent ways to perceive a problem: "Puzzle, Dilemma, Trade-O!, Paradox". Which type are you? #cadmc1 #twitpresi
HOW TO PERCEIVE A PROBLEM: » PUZZLE » DILEMMA » TRADE-OFF » PARADOX
© by United Feature Syndicate, Inc. After: de Wit, Meyer: Strategy 2004
» ONE OPTIMAL SOLUTION: QUEST FOR TRUTH
PUZZLE
Photo found @ Flickr | Ar do Campo After: de Wit, Meyer: Strategy 2004
DILEMMA
Photo found @ Flickr | antosousa After: de Wit, Meyer: Strategy 2004
» TWO POSSIBLE SOLUTIONS: BEST OF WORST
TRADE-OFF
Photo found @ Flickr | publicinsomniac After: de Wit, Meyer: Strategy 2004
» MANY POSSIBLE SOLUTIONS: NEGATIVE CORRELATION
PARADOX
Photo found @ Flickr | kkmehra After: de Wit, Meyer: Strategy 2004
» NO DEFINITE SOLUTION: SEEK THE BEST POSSIBLE FOR THE CURRENT STATE
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12. For designers paradoxes are the starting point of their work. Managers hate them. Why is that? #cadmc1 #twitpresi
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13. Key of the DT Paradox is the con#ict between Reliability & Validity (Roger Martin) #xtreat #twitpresi
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14. Mgt. loves "Reliability": Replicable outcomes, sub-stantiation on past data, limited variables, no judegement, no bias #cadmc1 #twitpresi
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15. Design loves "Validity": Outcome meets objective, future oriented, div. variables, indiv. judgement, acknowledge bias #cadmc1 #twitpresi
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16. Twitter taught me: relevance is relative + context rules > Therefore 4me: Design Thinking is relatively contextual! #cadmc1 #twitpresi
2010
Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di!erent Roles of Design in Organisations
Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di!erent Roles of Design in Organisations
DESIGN THINKING
DESIGN MANAGEMENT
DESIGN
Degree of Abstractness in Thinking
Organisational Impact
© design-management.de
DESIGN AND ITS RELATIVES
Ralf Beuker@iterations
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17. Gr8 leadership requires an understanding of interrelations betwn Purpose, Strategy, Values & Behaviour of Ur company #cadmc1 #twitpresi
FOUR ELEMENTS OF A SUCCESSFUL STRATEGY
» Thorough appreciation of the external environment
» Acute awareness of available resources » E!ective implementation » Simple and consistent vision and goals
Grant, 2002
PURPOSE
BEHAVIOUR
STRATEGY VALUES MISSION
Ashridge Mission Model: Campbell & Yeung, 1991
PURPOSE
BEHAVIOUR
STRATEGY VALUES MISSION
PURPOSE
BEHAVIOUR
STRATEGY VALUES MISSION
Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork, and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced its magical iPad which is defining the future of mobile media and computing devices.
From Apple’s Investor Relations: http://is.gd/fcBW0
! We believe that we're on the face of the Earth to make great products.
! We believe in the simple, not the complex. ! We believe that we need to own and control the primary
technologies behind the products we make. ! We participate only in markets where we can make a
significant contribution.
Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL
APPLE‘S BUSINESS PHILOSOPHY
! We believe in saying no to thousands of projects so that we can really focus on the few that are truly important and meaningful to us.
! We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot.
! We don't settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we're wrong and the courage to change.
Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL
APPLE‘S BUSINESS PHILOSOPHY
QUESTIONS ? ... ;-)
Ralf Beuker@iterations
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Thanks for listening. Hope you carry something useful away! Slides: http://bit.ly/cadmc1-beuker
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