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Chapter from: "Design: A Business Case: Thinking, Leading, and Managing by Design"
Published by: Business Expert Press
Originally published in: 2020

Abstract

This chapter is excerpted from 'Design: A Business Case: Thinking, Leading, and Managing by Design'. This book argues the business case for design excellence in organization - whether 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.

About

Abstract

This chapter is excerpted from 'Design: A Business Case: Thinking, Leading, and Managing by Design'. This book argues the business case for design excellence in organization - whether 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.

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