1. Dr. Brynjulf Tellefsen, NSM-BI Dr. Terence Love, ECU Understanding Designing and Design Management through Constituent Market Orientation and Constituent Orientation Common Ground International Conference, Design Research Society Brunel University, London, UK, 5-8 September, 2002

2. Why important? Design is essential to innovation, social and economic development Successful, efficient & effective design teams offer competitive advantage Optimising design teams is difficult due to partial theories and lack of unifying frameworks across disciplines and institutions

3. The approach offers two benefits 1Improved management of expertise and resources in design to gain competitive advantage 2Improvements to designing at individual and team levels to better support the vision, mission and strategic outcomes of planned organisational processes

4. What we integrate Organisation issues of design teams in commercial contexts (constituents market orientation theories) Individuals behaviour and internal functioning (physiologically based theories of design cognition) into individual activities, construction of knowledge, and commercial organisation dynamics.

5. CMO terminology Constituent: –A group in the local environment affecting the organization and its members Market: –A win-win means of exchanging valuables Orientation: –The choice of focus, sub-culture of a group

6. CMO assumptions Life exists in an environmental context The salient part of the environment (the constituencies) determine the nature and viability of enterprises and business ideas Market-oriented leaders focus on constituencies to develop competitiveness

7. Designers constituencies The public & MediaThe politiciansBranch organizations The government Owners & theThe bureacracyLenders & equity marketthe bond market General assembly Supply-sideBoard of DirectorsDemand-side MarketThe CEOMarket Top Executives CompetitorsMiddle managementCompetitors SuppliersEmployeesCustomers and DESIGN TEAMtheir customers Labour marketLocal union officers Facilitators and Educational institutionsTechnology & Know-howAgents

8. CMO as learning theory CMO describes environment-driven organisational learning (OL) and innovation Individual learning depends on the configuration of the individuals group memberships OL produce groups with distinct subcultures (values, language, cognitions, habits etc.) Role accumulation and rotation aid development and governmentability across institutions & groups via integrating cultures and multilingual individuals

9. The CMO success formula The focus: market behaviour optimisation: win-win The means –managed interactions with constituencies –organisational architecture and systems allowing quick and correct responses to signals from across their network of constituencies –horizontal networks of teams with rotating constituency membership, not hierarchies of individuals –promoting an organisational learning culture