1. MANAGING STRATEGIC DESIGN Ray Holland & Busayawan Lam Palgrave Macmillan Hummingbirds can fly right, left, up, down, backwards, and even upside down.

2. USING STRATEGIC DESIGN FOR IMPROVING ORGANIZATIONAL PERFORMANCE & DRIVING CHANGE Part one:the power of strategic design planning to use strategic design Part two:contribution to branding and innovation integrating design into the organization Part three:design-driven organizations corporate responsibility and design design-driven e-business design strategy for the public and voluntary sectors IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

3. PART 1: POWER & PLANNING Are designers somehow “different”?... dispel the myth Redefining design to establish its’ power to contribute to management Relationships and equality of Big-D design, holistic design thinking, and small-d design, hands-on design Managing design at operational, tactical and strategic levels The building tenets of design management strategy The 4Ds model of design strategy as a planning and control cycle IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

4. ARE DESIGNERS & MANAGERS SO DIFFERENT? “ MANAGERS still tend to think of design as an artistic skill. Designers conjure up images of somewhat Bohemian young people with very individual dress and hair style, possibly immature in their attitudes and sense of responsibility...” BUT IS THERE EVIDENCE OF CHANGE? Convergence of Design and Management Thinking. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

5. REDEFINING DESIGN BIG-D DESIGN represents the ‘holistic’ design thinking which seeks to identify problems amenable to improvement by design. It may be argued that the quality of BIG-D DESIGN thinking is the key to managing organisational success small-d design, on the other hand, is defined as the ‘hands-on’ practical design activity of designers trained in such disciplines as product, interior, fashion, architecture, textiles and digital design. The two types of design are interdependent. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

6. DESIGN SHOULD BE MANAGED AT THREE INTERRELATED LEVELS IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

7. TENETS OF DESIGN STRATEGY Issues to be addressed… IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

8. PLANNING: ESTABLISH RELATIONSHIP OF ORGANIZATION & DESIGN STRATEGY IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

9. THE 4Ds MODEL D etermining: Objectively assessing perception and competence in the usage of design. D efining: Establishing visions, strategic directions and opportunities for design D esigning: Using design thinking to develop strategies and solutions. D eciding: Objectively evaluating the quality of the implementations IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

10. INTERRELATIONSHIPS OF THE ELEMENTS OF THE MODEL IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

11. PART 2: CONTRIBUTION TO BRANDING & INNOVATION Brands which do not innovate will be hard, or even impossible to sustain. So DESIGN should drive the delivery of the brand experience and brand should drive innovation. BRINGING BRANDS TO LIFE… It is design which brings brands to life because it offers the opportunity for what Neumeier (2003) calls ‘logic and magic’. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

12. 4Ds OF DESIGN-LED BRANDING D etermining: Objectively assessing the current position of a brand and the roles of design Brand Audit D efining: Establish what a brand stands for and why it will be unique, and identify opportunities for design Brand Value Proposition D esigning : Using design thinking and creativity to deliver promises and resonant experiences Brand Strategy & Brand Experience D eciding : Objectively evaluating whether a brand delivers its promises Brand Evaluation IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

13. 4Ds OF DESIGN-LED BRANDING MODEL IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

14. INNOVATION THROUGH DESIGN & CREATIVE THINKING Innovation is “successful exploitation of ideas.” (British Standards Institute, 2008) But in order to exploit the ideas there must be some process, some method by which the ideas can be turned into reality, otherwise they remain concepts only. The challenge for management and designers therefore is to shape the ideas into practical added-value propositions for users, customers and related stakeholders. Sir George Cox told the UK government that “ DESIGN links creativity and innovation” (The Cox Report, HM Treasury, 2005). IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

15. THE INFLUENCE OF DESIGN ON INNOVATION IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

16. 4Ds OF DESIGN-DRIVEN INNOVATION D etermining: Objectively assessing the level of readiness for innovations Innovation Audit D efining: Establishing strategic directions for innovation and identifying opportunities for design Innovation Directions & Policy D esigning : Using design thinking to create environments that support innovations and generate new concepts Innovation Culture and Teams D eciding : Rigorously assessing performance of the innovations against corporate targets Innovation Evaluation IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

17. 4Ds OF DESIGN-DRIVEN INNOVATION MODEL IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

18. ESTABLISHING & INTEGRATING DESIGN IN THE ORGANISATION In 2012 the UK Design Council published a study showing growing recognition of the influence of design in improving quality of products and services, reducing costs, increasing competitiveness and market share which revealed that… “for every £1 businesses invest in DESIGN, they can expect over £20 increased revenues, over £4 increase in net operating profit and over £5 in increased exports” IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

19. RECONCILING BUSINESS & CREATIVE THINKING IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

20. DESIGN CONTRIBUTIONS & ROLES OF DESIGN AS STRATEGIC PARTNER IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

21. THE 4Ds OF STRATEGIC DESIGN PARTNERSHIPS D etermining the current use of design– finding out how and what other functions perceive, use and expect from design; identifying opportunities for new contributions in all areas. D efining design activities to co-ordinate achievement of business objectives– establishing realistic goals. D esigning services and systems to support other business units– servicing other functions and building systems that enhance long- term relationships based on mutual respect and trust D eciding whether the design activities meet organisational goals and push the organisation towards new visions IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

22. 4Ds OF CROSS FUNCTIONAL COOPERATION MODEL IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

23. PART 3: DESIGN-DRIVEN ORGANIZATIONS A design-driven business model needs “ DESIGN thinking” at the heart of management. Many benefits can be derived from changing the mindset and developing the confidence to integrate design into mainstream business models IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

24. IMPLICATIONS OF EMERGING EXPECTATIONS IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

25. QUESTIONS TO EVALUATE HOW WELL THE ORGANIZATION IS PERFORMING & THE ROLE OF DESIGN Behaves responsibly towards employees and external partners? Delivers high standard products and/or services? Offers innovations with direct positive social impacts? Complies with CSR law? Works towards raising CSR standards? Uses CSR to enhance performance and brand? Cooperates with others to achieve positive changes? Campaigns actively for social change? IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

26. RELATIONSHIPS BETWEEN DESIGN AND THE EFFECTIVENESS OF A BUSINESS MODEL IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

27. STRATEGIC DESIGN FOR SOCIAL INNOVATION How design supports six stages of the Social Innovation model proposed by Murray, Caulier-Grice and Mulgan (2010) IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

28. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9 4Ds OF DESIGN-DRIVEN TRIPLE BOTTOM LINE ORGANISATION D etermining the current use of design – finding out how design is used to address social and environmental opportunities/challenges D efining and aligning environmental and social goals with organisational goals D esigning activities, environment and cultures to achieve goals – using Big-D and small-d design to enhance positive social and environmental impacts D eciding whether a company achieves its goals – objectively assessing sustainable development and social innovation performance

29. 4DS MODEL OF DESIGN CONTRIBUTIONS TO TRIPLE BOTTOM LINE (PEOPLE-PLANET-PROFIT) IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

30. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9 DESIGN-DRIVEN E-BUSINESS DESIGNERS and managers need to contextualize their thinking and skills to support and drive new forms of e-business enterprise and the need for more a human centred, community building and networking society.

31. IMPLICATIONS FOR NEW DIGITAL AGE RELATIONSHIPS IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

32. 4Ds OF DESIGN-DRIVEN E-BUSINESS ORGANISATION D etermining the current use of design – finding out how design are used to address key requirements of the online business environment D efining strategic directions to take a full advantage of the digital economy –identifying opportunities for design and establishing realistic design goals D esigning activities, environment and cultures to exploit the digital economy– planning how design should be used to address user needs, utilise online technologies and differentiate the brand/company D eciding whether a company achieves its strategic directions – objectively assessing design performance in key strategic areas IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

33. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9 4Ds OF DESIGN-DRIVEN BUSINESS MODEL

34. DESIGN FOR PUBLIC & VOLUNTARY SECTORS Every social, economic and environmental problem lends itself to the potential application of design thinking to design better systems, services and products to improve human life. DESIGN AS A DRIVER FOR… Caring (disability, crime reduction), Transportation, Healthcare, Living, Cities, Education, Charities, etc. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9

35. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9 4Ds OF DESIGN-LED NOT-FOR-PROFIT ORGANISATION D etermining the current use of design – finding the key values/requirements of the not-for-profit sector D efining strategic directions to inspire the public – identifying opportunities for design strategy, setting realistic goals that align with core beliefs D esigning activities, environment and cultures to engage society – planning how design can engage public audiences, create new brands, deliver added-value services, and build trust and loyalty D eciding whether it is effective – objective open review of design performance

36. IntroChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9 4DS DESIGN FOR CARING MODEL

37. FURTHER SUPPORT This second (of 3) presentation is found online at http://www.palgrave.com/companion/Holland-Managing-Strategic-Design/ http://www.palgrave.com/companion/Holland-Managing-Strategic-Design/ where you may also comment, ask questions and upload further materials (subject to file size/format and copyright) that you are willing to share. The authors will also add additional support materials from time to time. You may also wish to join the DESIGN STRATEGY COMMUNITY on Facebook set up as a forum to discuss issues raised in the book. Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9Ending

38. MANAGING STRATEGIC DESIGN Two further presentations are available: Presentation 1 – an introduction to the content of the book Presentation 3 – for generating discussion of the questions raised in the book and some further suggested case studies and resources