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Some say that design is to strategy, what the Knight is to Chess, but its well understood to win the game you need to design a successful strategy. With organizations taking design more seriously, and viewing their design < both the people and artifacts, as a critical market differentiator, it is easy to image a seat at the table with your name on it. Design can play a dual role; both in the realization as well as the definition of strategy. Ideally this should make it even easier to promote the value of design‹unfortunately the difference is often lost on most people, most often on designers themselves. When you image sitting there with your CEO, what will you say? What will be your POV?
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m a t t h e w h o l l o w a y
design + strategy design your strategy
≥ = × ≤ ≈
m a t t h e w h o l l o w a y
design + strategy ≈
what is design?
product roadmaps are designed
business plans are designed
software architecture is designed
platform performance is designed
schemas and business objects are designed
brands are designed
go-to-market strategies are designed
user interfaces are designed
development tools are designed
feature sets and functionality are designed
customer support systems are designed
marketing programs are designed
organizations are designed
manufacturing plants are designed
distribution routes are designed
ad campaigns are designed
sales campaigns are designed
merchandizing is designed
strategies are designed
packaging is designed
power point presentations are designed
m a t t h e w h o l l o w a y
design + strategy measurements
but what is design?
where is the impact?
potential of design
deliverables
behaviors
integration make it happen
attitude
“squirrel”
reactive solutions
artifacts expressions
intangibles
guidelines
opportunity synthesis
innovations sustainable advantage
simplicity
challenges predictability
transparency creditability
craft of design
what’s next? challenge assumptions
little d / big D
design index
promise innovations
approval resources
what / how
design leaders
macro process ucd, etc.
day to day quarterly/annual
organizational culture
financial evangelism
the what products
branding services
look & feel
the how brainstorming
prototypes mock-ups
planning
processes talent acquisition
aligned metrics upfront alignment
talking points impact on bottom line
success awards
talent acquisition revenue
perception aesthetics
usability detail focus
specs capabilities portfolio track record
cause / effect customer feedback decreased support market recognition
productivity / growth
creative obsessive
facilitation
customer focus recognition
≠
value creation
m a t t h e w h o l l o w a y
design + strategy ≠ ≤ challenges what is strategy?
execution how is it defined?
elements strengths, weakness & gaps
horizon consumer: 1-2 years enterprise: 7-10 years
portfolio
people markets
arenas staging
technology economics
threats social change
disruptions risk aversion
innovations
operations
space process
culture
top down c-level
objectivity alignment
x-functional
stakeholders e-staff
partners investors
shareholders
focus sustainability
implementable resources
priorities
suppliers
break it down year to year
day to day quarterly
corrections disruptions objectivity
back to tactics
transparency communication
people alignment
clarity
accountability leadership
responsibility empowerment
singular translation
tactics v. strategy where v. how
who v. how
what its not distractions
what if’s
process v product logic / creativity
evolution / revolution market / resources
frameworks market forces
value chain business model
dimensions context process content
vehicles differentiators
capabilities market context
liability
context compliance / choice
global / local control / chaos
actual / potential
design language customer desires technical viability
productivity / growth
design v. design
m a t t h e w h o l l o w a y
design + strategy ≤ + SAP
background
strengths, weakness & gaps
culture college to retirement small town
installed base
internet regain design
80% 40+ years F500 founder led
threats point solutions
prescriptive ridged
disintermediation
operations
isolated n.i.h.
culture isolated acqu-innovation process leaders
unusable maintenance
design services team organizational transformation
tools & metrics alignment
impact 180 projects
new dev process imbedded d.t.
regain design customer focus
people alignment
innovation
team set-up credibility
optimists political savvy
x-discipline design thinking demonstrations
training consulting
what its not ux design
blue sky
corporate strategy group alignment m.e.c.e.
praetorian the matrix
roll-ups
metrics micro kpi
market review business cases
peer driven
compliance pressure points
thought leaders external press
calibration
m&a strategy
legacy ux
organization
old guard new leadership
impact
300+ designers
tools guidelines
statistics time on task
# of screens
reputation just say no
painters guidelines stagnant
perception complexity
transaction codes 3rd party tools
rocket science
syndication cross-org
red thread exclusive / opaque
team roll-offs
talent programs
? ? ?
m a t t h e w h o l l o w a y
design + strategy = organizational transformation
training media
executives 1:1 c-level pet projects
pool of denial
embedded push-back
global customers
projects
partners partnerships IIT
HPI
conferences
Stanford
integration
customers case studies
agile + toolkits 3 types
network 800+
on-demand on-line
purchase
customer service marketing
new POV refresh processes
embedded end-user defined.
business by design
full suite flagship
cloud
analytics who? why?
real-real time 4m+
collaborative
workcenters x75
customers partners
architecture scalability
mobile ready
human capital management internal performance
policy henning’s ah-ha
compensation
solution suite overhaul
mobile m & a
wiki-faction
torrent
web 2.0 social networks
consumerization millennials
rethink “process”
ad hoc
department level organic
mobile blackberry
tablets iphone
engagement
prototype tangible
biz case & demo
the right problem
tangibility
impact clarity & alignment
reprioritization gaps in skills & tech
evangelize
harmony matchmaking
projects training
profiles
davos
support
processes
hi-po program
in-path upgrades
credibility respect
reprioritization
m a t t h e w h o l l o w a y
design + strategy = designing a role for design
define the problem
adjacencies
synergies
known issue? latent need?
patterns opportunities
value differentiators
challenges
adjacencies success adjectives
360° stakeholders
prototype right tools
endorsement shared
targeted champions
iterations education
open source pilot projects
external cross org
partners customers
feedback constructive
training community
start small clear wins
build desire
storytelling business case awareness
opportunity investment
impact
celebrate it big & small
next steps distributed
bottom line
sell it deep dive
aspirational empower
build “brand”
upsell market leaders
what will you say?
peers syndication
challenges support external
syndicate
targeted impact best practices
ceo fridge magnets
real insights priorities
idea v innovation
measurements kpi / quarterlies
skin in the game
metrics
Design v. design analogies competition
sustainable
gaps
milestone recognition
responsibilities
open source
momentum demonstrations design advisors
analytics
tailored
×
m a t t h e w h o l l o w a y
design + strategy × design yourself intention c-level sponsor reputation creditability
contribution
iterations deliver
impact network
team
POV why / when
roger martin executiveness
what / how
presence process focus outcomes
design council
comments? questions? how?
organization evangelize operational
coalition
tools business
cases market 360°
nexus
analytics
people do it
mentors optimism
prototype plans trust accountability simplicity
thank you
executive sponsor
matthew@matthewholloway.com
+
m a t t h e w h o l l o w a y
m a t t h e w h o l l o w a y
design thinking
principles
iteration
prototype understand
analysis
research build
synthesis empathy priorities
validation innovation
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