Handout Prof. Ralf Beuker: Keynote 1st Cambridge Design Management Conference, Sep. 7th 2011

SEPTEMBER 07th, 2011

1. CADMC Conference CAMBRIDGE

PROF. RALF BEUKER DEAN, UNIV. OF APPLIED SCIENCES MÜNSTER, GERMANY

DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

WHAT‘S ON STOCK TODAY?



01.09.11 GERMANY – AUSTRIA 6:2

„TODAY WE DIDN‘T MANAGE TO DO THE SIMPLEST THINGS RIGHT“

German National Football Coach: Joachim Löw


„TODAY WE EVEN MANAGED TO DO THE SIMPLE THINGS RIGHT“

DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN Rendered by: wordle.net | based on ca. 1.000 words from CADMC paper titles


IDENTIFY PATTERNS

REFLECT & PLACE THEM IN A GRID

DESIGN DESIGN MANAGEMENT

DESIGN THINKING DESIGN LEADERSHIP

Ralf Beuker@iterations

Join the conversation



On twitter.com search for the hashtags #twitpresi (next to #CADMC1) and you'll get all the stu!!

DESIGN DESIGN MANAGEMENT

DESIGN THINKING DESIGN LEADERSHIP



01. Design, D-Mgmt & D-Thinking di!er in their organizational impact & abstractness in thinking http://is.gd/ikpjGX #cadmc1 #twitpresi

DESIGN THINKING

DESIGN MANAGEMENT

DESIGN

Degree of Abstractness in Thinking

Organisational Impact

© design-management.de

DESIGN AND ITS RELATIVES

DESIGN





DMI Conference London , September 2010

DMI Conference London , September 2010



02. Is Design serious enough about business to be taken seriously by business? #twitpresi #cadmc1

Credits: http://bench.li/

„So many of the products that we’re surrounded by want you to be very aware of just how clever the solution was. “ (Jonathan Ive, Apple in ‚Objecti"ed‘)

„That’s what we’re really always looking for whenever we design, ways we can improve the way people do things without them even knowing or thinking about it. “ (Davin Stowell, Smart Design in ‚Objecti"ed‘)

„Today I see my role as a designer to help de"ne what we should be creating for people, and the output is not necessarily obviously a design, it’s not obviously a product.“ (Tim Brown, IDEO in ‚Objecti"ed‘)



03. First & foremost Design is a human/creature centered activity that results in new products, services & processes #twitpresi #cadmc1

„We’re building all these really kitsch stage sets that have absolutely nothing to do with the age we live in.“ (Karim Rashid as himself in ‚Objecti"ed‘)

NO COMMENT ...

DESIGN MANAGEMENT

DESIGN







04. Good (d)Design management addresses multiple layers of meaningful interaction http://bit.ly/1olc73 #twitpresi #cadmc1

Esthetics

Interaction

Performance

Construction

Meaning

•  Sensorial Layer Design as Communication (How the product looks)

•  Behavioural Layer Design as Communication (How the product feels)

•  Functional Layer Design as Process (What the product does)

•  Physical Layer Design as Process (How the product is made)

•  Mental Layer Design as Expression (What the product means)

DESIGN AS MEANINGFUL INTERACTION

Collaborative work by R. Beuker & E. Roscam Abbing based on original work by E. Roscam Abbing



05. R. Buchanan: Great design occurs at the intersection of constraint, contingency, and possibility #cadmc1 #twitpresi



06. Design as a function has a tendency to scale up from operational, business to corporate level > http://is.gd/O3557s #cadmc1 #twitpresi

Design Management Manage Design

to design Management

to manage Design

Corporate Operational Business

DESIGN MANAGEMENT = MANAGING TENSIONS

Man

agin

g Res

ource

s Creating Capabilities

© Prof. Ralf Beuker, design-management.de



07. Therefore ‚operational‘ is not the opposite of ‚strategic‘. Wikiped entry is wrong here: http://bit.ly/pgBUKA #cadmc1 #twitpresi

DESIGN THINKING

DESIGN MANAGEMENT

DESIGN







08. Even a well-prepared mind guesses oftener wrong than right, but our guesses succeed better than random luck (Peirce) #cadmc1 #twitpresi

Arne van Oosterom citing my tweet from #DMILondon at CCC Conference , September 2010

(EARLY) STAGES IN THE DESIGN PROCESS

Credits for this model go to Kevin Cheng: www.kevnull.com

DMI Conference , September 2010



09. How to solve the DT-Paradox: Abductive Thinking aka reasoning through successive approximation #cadmc1 #twitpresi

»  COLLECT > COLLATE > CONSOLIDATE > COLLABORATE »  THINKING ABOUT WHAT MAY BE

http://www.designthenewbusiness.com



10. What are the basic di!erences between managers & designers? Well, di!erent approaches to problem solving. #CADMC1 #twitpresi



11. Di!erent ways to perceive a problem: "Puzzle, Dilemma, Trade-O!, Paradox". Which type are you? #cadmc1 #twitpresi

HOW TO PERCEIVE A PROBLEM: »  PUZZLE »  DILEMMA »  TRADE-OFF »  PARADOX

© by United Feature Syndicate, Inc. After: de Wit, Meyer: Strategy 2004

»  ONE OPTIMAL SOLUTION: QUEST FOR TRUTH

PUZZLE

Photo found @ Flickr | Ar do Campo After: de Wit, Meyer: Strategy 2004

DILEMMA

Photo found @ Flickr | antosousa After: de Wit, Meyer: Strategy 2004

»  TWO POSSIBLE SOLUTIONS: BEST OF WORST

TRADE-OFF

Photo found @ Flickr | publicinsomniac After: de Wit, Meyer: Strategy 2004

»  MANY POSSIBLE SOLUTIONS: NEGATIVE CORRELATION

PARADOX

Photo found @ Flickr | kkmehra After: de Wit, Meyer: Strategy 2004

» NO DEFINITE SOLUTION: SEEK THE BEST POSSIBLE FOR THE CURRENT STATE



12. For designers paradoxes are the starting point of their work. Managers hate them. Why is that? #cadmc1 #twitpresi



13. Key of the DT Paradox is the con#ict between Reliability & Validity (Roger Martin) #xtreat #twitpresi



14. Mgt. loves "Reliability": Replicable outcomes, sub-stantiation on past data, limited variables, no judegement, no bias #cadmc1 #twitpresi



15. Design loves "Validity": Outcome meets objective, future oriented, div. variables, indiv. judgement, acknowledge bias #cadmc1 #twitpresi



16. Twitter taught me: relevance is relative + context rules > Therefore 4me: Design Thinking is relatively contextual! #cadmc1 #twitpresi

2010

Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di!erent Roles of Design in Organisations

Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di!erent Roles of Design in Organisations

DESIGN THINKING

DESIGN MANAGEMENT

DESIGN







17. Gr8 leadership requires an understanding of interrelations betwn Purpose, Strategy, Values & Behaviour of Ur company #cadmc1 #twitpresi

FOUR ELEMENTS OF A SUCCESSFUL STRATEGY

»  Thorough appreciation of the external environment

»  Acute awareness of available resources »  E!ective implementation »  Simple and consistent vision and goals

Grant, 2002

PURPOSE

BEHAVIOUR

STRATEGY VALUES MISSION

Ashridge Mission Model: Campbell & Yeung, 1991

PURPOSE

BEHAVIOUR


PURPOSE

BEHAVIOUR


Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork, and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced its magical iPad which is defining the future of mobile media and computing devices.

From Apple’s Investor Relations: http://is.gd/fcBW0

!  We believe that we're on the face of the Earth to make great products.

!  We believe in the simple, not the complex. !  We believe that we need to own and control the primary

technologies behind the products we make. !  We participate only in markets where we can make a

significant contribution.

Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL

APPLE‘S BUSINESS PHILOSOPHY

!  We believe in saying no to thousands of projects so that we can really focus on the few that are truly important and meaningful to us.

!  We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot.

!  We don't settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we're wrong and the courage to change.

Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL

APPLE‘S BUSINESS PHILOSOPHY

QUESTIONS ? ... ;-)



Thanks for listening. Hope you carry something useful away! Slides: http://bit.ly/cadmc1-beuker