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The Handbook of Design Management

Book · September 2011

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Rachel F. D. Cooper Sabine Junginger

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 The Handbook of
Design Management

[Link] 1 5/17/2011 10:19:32 AM

 The Ha n
of D
Mana g

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a ndbook
f Design
a gement Edited by
Rachel Cooper, Sabine Junginger
and Thomas Lockwood
with
Richard Buchanan, Richard Boland
and Kyung-won Chung

Oxford • New York

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 English edition
First published in 2011 by
Berg

Editorial offices:
First Floor, Angel Court, 81 St Clements Street, Oxford OX4 1AW, UK
175 Fifth Avenue, New York, NY 10010, USA

© Rachel Cooper, Sabine Junginger and Thomas Lockwood 2011

All rights reserved.

No part of this publication may be reproduced in any form

or by any means without the written permission of
Berg.

Berg is an imprint of Bloomsbury Publishing Plc.

Library of Congress Cataloging-in-Publication Data

A catalogue record for this book is available from the Library of Congress.

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library.

ISBN 978 1 84788 488 6

e-ISBN 978 1 84788 490 9 (institutional)

Typeset by Apex CoVantage, LLC, Madison, WI, USA.

Printed in the UK by the MPG Books Group

[Link]

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 contents

List of Illustrations and Tables ix

List of Contributors and Authors xv
Acknowledgements xxvii
Foreword xxix
Peter Gorb
General Introduction: Design Management – A Reflection 1
Rachel Cooper and Sabine Junginger

Part I: Traditions and Origins of Design Management

Editorial Introduction 35
Sabine Junginger and Rachel Cooper
1 A Place for Design in Management Education? 39
L. Bruce Archer
2 Design Management: Why Is it Needed Now? 47
Michael Farr
3 Silent Design 52
Peter Gorb and Angela Dumas
4 The Designer and Manager Syndrome 64
Sir Misha Black
5 Organising Design Activities 74
Mark Oakley

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 vi contents

6 Design: A Powerful but Neglected Strategic Tool 87

Philip Kotler and G. Alexander Rath
7 Into a Changing World 96
James Pilditch

Part II: New Educational Perspectives for

Designers and Managers

Editorial Introduction 107

Sabine Junginger and Rachel Cooper
8 New Approaches to Design and Management in India 111
Anuja Agarwal, Uday Salunkhe and Surya Vanka
9 User-centred Design and Design-centred Business Schools 128
David Dunne
10 Mutual Inspiration and Learning between
Management and Design 144
Ralf Bruder
11 Manifesto for the M(B)A in Designing Better Futures 161
Lucy Kimbell

Part III: Design, Management and the Organization

Editorial Introduction 181

Sabine Junginger and Rachel Cooper
12 Embedding Design Practice within Organizations 187
Angela Meyer
13 Challenges of Design Management in Construction 202
Paolo Tombesi and Jennifer Whyte
14 A Prospective of Service Design Management:
Past, Present and Future 214
W. J. Hollins
15 Successful Design Management in Small
and Medium-sized Businesses 231
Davide Ravasi and Ileana Stigliani
16 A Study on the Value and Applications of
Integrated Design Management 244
Thomas Lockwood

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 contents vii

17 Changes in the Role of Designers in Strategy 260

Kyung-won Chung and Yu-Jin Kim
18 Design Strategic Value Revisited: A Dynamic
Theory for Design as Organizational Function 276
Brigitte Borja de Mozota
19 Design Management as Integrative Strategy 294
Lisbeth Svengren Holm
20 The Role of Design in Innovation: A Status Report 316
Bettina von Stamm
21 Connecting Marketing and Design 331
Margaret Bruce and Stephen Glennon
22 Design Economy – Value Creation and Profitability 347
Tore Kristensen and Gorm Gabrielsen
23 Design Transformations: Measuring the Value of Design 366
David Hands
24 Major Challenges for Design Leaders over the Next Decade 379
Alan Topalian
25 Design Leadership: Current Limits and Future Opportunities 398
Frans Joziasse

Part IV: Into a Changing World

Editorial Introduction 417

Sabine Junginger and Rachel Cooper
26 The Evolution of Design and Design Management in China 420
Cai Jun
27 Construction Principles and Design Rules in the
Case of Circular Design 439
A. Georges, L. Romme and Gerard Endenburg
28 A Critical Scandinavian Perspective on the
Paradigms Dominating Design Management 461
Ulla Johansson and Jill Woodilla
29 Public Policy and Public Management: Contextualizing
Service Design in the Public Sector 480
Sabine Junginger and Daniela Sangiorgi

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 viii contents

30 New Design Business Models: Implications for the

Future of Design Management 495
Rachel Cooper, Martyn Evans and Alex Williams
31 Working the Crowd: Crowd-sourcing as a
Strategy for Co-design 512
Mike Press
32 On Managing as Designing 532
Richard J. Boland, Jr.
Conclusions: Design Management and Beyond 539
Rachel Cooper and Sabine Junginger

Index 547

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 illustrations and tables

Figures/Illustrations/Diagrams
1.1 The design profession has been singularly inarticulate about
design policy and design management. 40

1.2 British businessmen show little thirst for knowledge about design. 41

1.3 A research fellowship is needed on design decision making in management. 42

1.4 It is difficult to achieve real depth of understanding of design. 46

3.1 Design Matrix 1: ‘Involvement of steps within artifacts’. 61

3.2 A basic version of Design Matrix 2: ‘Interaction between artifacts –

involvement of steps’. 62

3.3 An example of the Design Matrix 2 step ‘specify’ in an apparel

manufacturing organization. 62

3.4 Design Matrix 3: ‘Involvement of personnel within steps’. 63

4.1 Large-scale industrial catering. The staff restaurant for BP Limited. 66

4.2 Design for Control – Collaboration between marine architects, equipment

engineers and industrial designers. 67

4.3 Industrial designers in collaboration with engineers:

a train for London Transport. 70

5.1 Design as part of production. 81

5.2 Design as an independent function. 81

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 x illustrations and tables

5.3 Design guided by steering committee. 82

5.4 The venture concept. 83

6.1 How a corporations design sensitivity and design

management effectiveness can be measured 94

8.1 From B School to We School. 119

8.2 PGDM Business Design, 2011. 120

8.3 InnoWe – Centre for Innovation and

Memetics at We School, 2011. 123

9.1 A depiction of the design process. 132

9.2 Photographs from Strategic Innovation Course in Linz,

Austria: using collages to prototype the experience;
and group work on problem framing. 140

10.1 Zollverein School of Management and Design, Essen, Germany. 153

11.1 Post-normal science. 162

13.1 Relationships in construction practice. 205

14.1 The early stages of the process are the most important. 222

14.2 The role of design. 224

14.3 How design is used in new products. 225

15.1 Reasons for the failure of projects in small and medium businesses. 236

16.1 Summary of findings. 252

16.2 Typical stage-gate process. 254

16.3 Integrated design management process. 255

17.1 Two taxonomies of designer roles in strategy:

international and functional roles. 264

17.2 The relationships between international roles and functional roles. 273

18.1 From design as fit to design as resource. 285

19.1 Integration of design as a strategic resource is

based upon a functional, visual and conceptual integration. 299

20.1 Design outperforms FTSE 100. 322

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 illustrations and tables xi

21.1 Touchpoints of brand experience. 335

21.2 Making sense of current design management research and practice. 337

22.1 Example of the logo comparisons by experts:

Design experts compared logos from Royal Greenland
and COOP with respect to ‘Functionality’, ‘Credibility’
and ‘Expressivity’ and marked their preferences on the
three scales below the images. 354

22.2 Example of the product comparison by the design experts:

Products from Nomeco and Novo Nordisk were compared
with respect to ‘Functionality’, ‘Credibility’ and ‘Expressivity’,
and then ranked. 355

22.3 Ratings of the twenty-five firms with respect to

product, logo and Web design. 358

24.1 Major challenges for design leaders over the next decade. 385

26.1 ‘Xiao fuxing’ mini family car design by dragonfly design, 1994. 426

26.2 Dente unit design by BIDC Design Center 1997. 427

26.3 Lenovo computer design development process from 1997 to 2005. 428

26.4 Beijing Olympics torch, design by Lenovo team. 431

26.5 The development process of design management in China. 433

26.6 The strategy of design management in China. 436

26.7 Red dot design award 2010: Huawei air modem,

Skeworth TV and Newplan elderly phone. 437

27.1 The research and development cycle in organization design. 443

27.2 Weaving must be possible to get from A to B. 445

27.3 In case of collaboration, agree on acceptable limits. 447

27.4 Double linking between circles. 448

28.1 Paradigmatic representation of the design, management,

and design management discourses. 465

28.2 Schematic of overlap of management, design,

and design management. 473

30.1 A conceptual framework for the design industry landscape. 497

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 xii illustrations and tables

Tables

i.1 The two principal paradigms shaping the discourse

of design management from 1960 to 2000. 25

i.2 Three paradigms of design management in 2010. 28

3.1 The original matrix. 58

5.1 Reasons for resisting an innovative change. 77

5.2 Comparison of organisational features of production

with those of product design. 78

5.3 Typical features of organic systems. 79

5.4 Differences in managerial roles. 80

10.1 Contribution from design to different levels

of strategic management. 146

10.2 Examples for teaching management and design. 152

13.1 Examples of design coordination challenges from

across Europe, USA and Australia. 206

14.1 Words used by designers not understood by many business people. 226

16.1 Variations of centralized and decentralized design department structures. 251

18.1 Design strategic value longitudinal retrospective. 279

18.2 Classification of the twenty-one variables of design management. 283

18.3 ‘Designence’ in practice: design value for company performance. 286

18.4 Case study: Steelcase. 287

20.1 Advantages and disadvantages on in-house and external designers. 328

21.1 Different types of value added by design. 336

22.1 Pairwise simple correlations. 359

22.2 Correlation, Spearman’s rho. 359

22.A1. Financial data. 364

22.A2. Ratings of the twenty-five firms with respect to logo,

product and web design. 364

24.1 Critical factors underlying challenges. 380

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 illustrations and tables xiii

30.1 New models for the design business. 506

30.2 The likelihood of business models by scenario. 507

31.1 The new design management. 528

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