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    About the book from Marty Neumeier: The Designful Company

    Thursday, April 1st, 2010

    The Designful Company: How to build a culture of nonstop innovation (Voices That Matter) The Designful Company: How to build a culture of nonstop innovation by Marty Neumeier

    My rating: 4 of 5 stars
    Very interesting author. I’m glad I run into this book. Mr. Neumeier writes from the position of somebody who know how to write and who has experience with what he is writing about.

    One of the thing that has surprised me a lot was a clear confidence that design management is never to be outsourced. But at the same time many of the design skills should always be outsourced. For me, very useful point.

    The second thing. This was not a surprise. Because I could agree more. When companies are growing or if they want to grow, the need a Chief Design Officer or Chief Brand Officer, Chief Innovation Officer, VP of Creativity – you name it. I really couldn’t agree more. I even have a presentation on the subject, its in Slovene, if you understand some, here you’ll find it: http://bit.ly/90yhNC.

    Then there are some other things I’m glad I found out. In 1990’s Samsung paid employees in Innovation Design Lab to study in their new building six days a week for a year long. !!! Know they have a 380 company-trained designers that are helping to launch 100 products per year. In Slovenia some academics have proposed that a former textile giant Mura should have around 500 designer but I doubt that the managers are listening.

    In the book there is an interesting approach presented to the innovation process, called stage-gate innovation. In four stages it goes from: + seed money to develop concept, + small bet to develop strategy, + medium bet to model and test, and + large bet to launch in market.

    One question with a pretty good answer. How do you get a bunch of independent minded professionals to play nice together? By establishing sensible rules of engagement. Easy to say, harder to put in real life in my opinion.

    And then there is a fascinating scheme what should actually CEO-s do. If the want to be visionary leaders they need to managers of stories. The scheme goes into six categories. Really fascinating. And then there is another fascinating scheme. About deep design. It goes from Ideology, Resonance, Emotion, Reason, Perception to Vision, Identity, Culture, Products, Brands. Wow!

    Is there anything funny in this book. Yes. If we want to describe the creative process this is something deeper as weeding describes sex. Was that understood? I guess not.

    What is third brain thinking. Thinking with logic and inspiration. Design thinking. Simple. Design thinkers tend to be: + empathetic, + intuitive, + imaginative, + idealistic. Also future should be designed, not decided. Because difference and design bring together the delight.

    And two things to the end. Design is moving from “toasters and posters” to include processes, systems and organizations. And design will force Wall Street to change the rules of investing. Yes, I toast to that.

    View all my reviews >>

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    How will design become a way of life in your organization?

    Friday, February 12th, 2010

    “Champions may push from above, policies may sit off to one side, programs tend to be temporary and functions isolated, whether leading or lagging. In contrast, design as infusion works alongside, and especially within other functions. Managers whose responsibilities touch design do not merely accept it, but become part of it. Design thus becomes a way of life in the organization.” (Dumas and Minztberg, 1989).

    Design Champion is according to one of the design consultancy approaches one of the most suitable ways for an organization to promote design. The champion could be the chief executive officer or other executive too or even an outside consultant. This person acts as a patron and even if he/she leaves the organizations there is the possibility to leave something important behind. The problems could occur when there are promoted beliefs about design rather than good design per se. In that case usually nothing tangible is left behind. This is why Dumas and Minztberg claim that design champion – be that patron, crusader, team or consultant – in only a necessary first step in order an organization to be infused with design (Dumas and Minztberg, 1989). Out of that first step there are three other options of managing design and designing management.

    Design policies very often occur because “everybody” has them. They are supposed to be suitable approach if they clarify beliefs that already exist in an organization. Other wise they are of little consequence. Design program has the main disadvantage as being “temporary design”. If this program is really a part of corporate strategy then as such could have a lasting effect for other initiatives. When design is only lagging in function it could be considered as only “cosmetic design”. The products may look a little better but this is only effect. It is difficult for designer in such an organization to make a difference without firm belief and commitment. In managing design as a leading function design could end up with “encapsulated design”. This could cause problems in internal efficiency of the organization (Dumas and Minztberg, 1989).

    The least formal in the most developed is supposed to be approach were design is infused in the organization. It was pointed out that design cannot be managed as just another cog in a bureaucratic wheel. The infusion of design into an organization is described also as “silent design” (Dumas and Minztberg, 1989). And this is how design becomes a way of life in your organization.

    The Figure of ways to manage design is already published in on the blog Design Strategy & Branding in the Corporations in the post Why is design-aware executive extremely important for any organization?.

    Surce: Dumas, Angela and Mintzberg, Henry. 1989. Managing Design Designing Management. Design Managemet Journal: 1/1, p. 37-43.

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    Why is design-aware executive extremely important for any organization?

    Saturday, February 6th, 2010

    Because this is the easiest way to infuse an organization with design.

    In Slovenia there are 14 corporations among top 500 in Central Europe, according to consulting house Deloitte, data from 2008. These corporations are:
    + Petrol group on the 41st place;
    + Mercator group: 46th place;
    + Gorenje group: 134th place;
    + Merkur group: 143th place;
    + Revoz: 151st place;
    + HSE group: 199th place;
    + Lek: 204th place;
    + Krka group: 208th place;
    + Telekom Slovenije Group: 238th place
    + SIJ: 312nd place;
    + Engrotuš: 330th place;
    + Salbatring: 384th place;
    + Impol at 448th place and
    + Eles at 495th place.
    There is no serious research needed to know that in these corporations there is no design or design management profile close to boards or CEO-s. In we take for granted the statement from professor Robert Hayes, Harvard Business School, who few years ago said: “Fifteen years ago, companies competed on price. Today is quality. Tomorrow it’s design.” then we know that tomorrow is today. Design needs to be a continuous process and as such part of any corporate strategy.

    How to infuse corporation with design was in a stylized figure below presented already in 1989 by renown authors Dumas and Minztberg. These authors claim that is much more likely to infuse an organization with design via a design champion than via a function per se, because of its informal nature. And although the reality is much more complex this is the main reason why design-aware-executive is so important. In Slovenia we had such a case already in 1960’s when Davorin Savnik was not only the art director but also an influential consultant of general manager of Iskra corporation. And Iskra had in 1970’s 35.000 employees. My guess is that it was much bigger than all the above mentioned corporations. Maybe this is the route to be followed?

    Figure: Ways to Manage Design

    Source of tge figure: Dumas, Mintzberg, 1989, p. 43

    Sources:
    Angela Dumas and Henry Mintzberg. 1989. Managing Design Designing Management. Design Management Journal: 1/1.
    Saša Bojc. 2009. Neuvrščeno oblikovanje. Delo: 13.11.2009.
    www.deloitte.com
    more authors in T. Lockwood&T. Walton (ed). 2008. Buiding Design Strategy: Using Design to Achieve key Business Objectives.

    Marko Savić, managing director at Vizuarna, strategic design consultancy. Design manager and corporate identity consultant.

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    Predstavitev teme o dizajn strategijah na okrogli mizi Društva oblikovalcev Slovenije

    Thursday, January 28th, 2010

    Na povabilo Društva oblikovalcev Slovenije, katerega član sicer sem, sem se odzval in pripravil predstavitev na temo dizajn strategij. Kratko, desetminutno predstavitev sem poimenoval Kdo rabi dizajn strategije? Dizajn ali gospodarstvo? – Zakaj povezati dizajn in dizajn strategije v korporativne strategije?

    Več o sami predstavitvi je možno izvedeti neposredno iz pripete predstavitve: Kdo rabi dizajn strategije? Dizajn ali gospodarstvo? – Zakaj povezati dizajn in dizajn strategije v korporativne strategije
    Predstavitev sicer vsebuje pet točk:
    + dizajn in korporacije;
    + dizajn strategije v korporacijah;
    + sodelovanje uprav, strateških načrtovalcev, dizajn managerjev in dizajnerjev;
    + kakšna je vloga dizajnerjev v razvoju dizajn strategij?; in
    + zakaj rabimo dizajn strategije?

    V predstavitvi ugotavljam, da je na strateškem nivoju  v Sloveniji absolutno premalo dizajna, dizajn svetovalcev in dizajnerjev. Nujna bi bila izraba tudi dizajn managementa, kot sem že pisal o “stopnicah dizajn managementa”. Dizajnerji bi pa na drugi strani morali podrobno in natančno poznati tako generične strategije v življenskem ciklu izdelkov ali storitev – glej prvo sliko spodaj kot tudi znati prikazati vrednost dizajna v denarju.

    Slika spodaj prikazuje šest generičnih strategij s primeri izdelkov iz leta 2007 in z navedenimi primeri korporacij, ki dokaj zvesto sledijo posamični generični strategiji.

    Naslednje slika prikazuje optimalen primer razvoja inovativnosti v strateških investicijskih projektih. S krogom je označena vključitev dizajn za razvoj dizajn strategije že na začetku projektov oz. investicijskih ciklov, ko je običajno denarni tok še negativen.

    Če vse skupaj poenostavim. Profesor Robert Hayes, Harvard Business School je pred leti povedal: “Petnajst let nazaj so gospodarske družbe tekmovale s ceno. Danes je to kakovost. Jutri bo dizajn.” Jutri je danes. Tu in zdaj.

    In kot sta ugotavljala profesorja iz mariborske in ljubljanske ekonomske fakultete jeseni leta 2009, ena od možnih strategij Mure, podjetja in ne reke, bi bila ustanovitev oblikovalskega oddelka s 500 oblikovalci, če bi želeli zadržati 3.000 zaposlenih za doseganje ustrezne dodane vrednosti.

    Zaradi vsega povedanega je jasno, da bi morala vsaka resna gospodarska družba imeti postavljeno celovito dizajn strategijo znotraj korporativne strategije.

    Še fotografiji. Na prvi fotografiji z leve predsednik DOS-a g. Robert Klun, predsednica uprave Peka ga. Marta Gorjup Brejc, kreativna direktorica Gorenje Design Studia ga. Lidija Pritržnik in generalni direktor Gospodarske zbornice Slovenije g. Samo Hribar Milič. Na drugi je moja malenkost v očitno zelo sproščeni pozi. :)

    Viri:
    + več avtorjev v T. Lockwood&T. Walton (ur). 2008. Buiding Design Strategy: Using Design to Achieve key Business Objectives.
    + S. Bojc. 2009. Neuvrščeno oblikovanje. Delo.
    + www.deloitte.com
    + M. Tajnikar, K. Pušnik. 2009, Mura ni reka, je podjetje. Reševanje tekstilnega giganta. Delo, Sobotna priloga.

    Marko Savić, managing director at Vizuarna, strategic design consultancy. Design manager and corporate identity consultant.

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