Design Leaders – How to Make Them

Is there a delineation between designers and managers and can there be a back and forth training? Yes and no. 

In Delineating Design Leaders we see the clear identification and breakdown of the way that design and design managers are utilized. Can there be a difference in the way that these groups operate and the way they are able to encourage each other as a mechanism for further creative output? Yes. The key is content and creation. As evidence clearly uncovers, it is design leaders, who relentlessly focus on product and operate as a profoundly design-centric function involving a ‘hands-on’ approach. These individuals provide the vision that is catalyzed by actively leading designers and broader team members to produce differentiation and rapid change in response to demanding environmental factors [ibid].

  

                    

   

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Symbols Things Actions Thoughts – Designs New Embodiment

What is the point of design and design thinking clients often ask. Permanence. From here the only question is how that is turned into profit for those firms involved in such an investment. Here’s how.

With typical academic fervor in Design Research and the New Learning it becomes clear the mechanisms of how firms can embody the clarity of turning Symbols Things Actions Thoughts into ROI for design thinking centric projects and clients.

                                

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Want Full Eco(control) Design? Design Physical & Digital Products

Investors don't like physical products? Why? Physicality costs & yet, Digital is as fleeting as haute couture. Are there options? Yes. Think like Gillette for the 21st century - physical + digital design. Here's how:

Wired Labs has a good starting point: Bundling Digital and Physical but that is just the beginning as the investigation is where the juice comes out: 

     1) Ask why do it at all and what is this new thing that people are going to carry around?

     2) See who's done it, so many have: Jawbone, UP, Brawn Electric Shavers w/skin sensors, naturally MP3 players, but there are others: Swifter, Roomba, Canary, etc. - we've examined these before.

     3) How's it going to expand over time as if it isn't a platform and it can't learn or adapt what's the point? 

     4) Planned obsolescence for alternative purposes: you've still got your old laptop around somewhere using it for other purposes? There are whole companies dedicated to recycling - yet another part of the ecosystem that your firm should be owning

And these are just a few of the ways. 

Naturally through disruptive design, there are a host more. 

                                

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Conceptual Blending: Cultural Referencing for Innovation

When design is left to it’s own, it’s as if leaving a musician in a sealed room. But not with mechanisms for blending external stimulus? Correct.

Design when left to its own devices has the choice to focus on the purely mechanical capabilities of function to determine it’s output or the relative nature of temporal and physical form to content with. But when the factor of archetype and cultural blending is implemented a whole other form of innovation is experienced.

In A Case Study On Design With Conceptual Blending several tools are defined and their application to allow design to take it’s place and build upon cultural references thus producing a conceptual blending output that further aligns itself with the values of users and well as those guided by the archetypes the cultural underpinnings evoke. End result: value. 

                                

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Want Design and Creativity? See how operating firms utilize it.

How are firms utilizing research as related to design creativity? By not ignoring the importance of innovation groups/team and their impact on a firms capability to launch

Which research in design creativity and innovation? details the underpinnings and specifics for the necessity to use an integrated approach to how design and creativity in an organization can be directly translated to ROI and quicker launch times for getting new products to market and in that a way to increase the likelihood of success in the market.

                                

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Small Firms Push Design Innovation Faster Than Any Other

The understood rubric is that younger more established firms are consistently able to innovate where large firms are not due to the specialized nature of large firms focusing on clients and a clients specific needs as an outsourced services model which is replicated and sold to other like minded firms rather than as an experimental lab model specifically designed to increase the likelihood of creating breakthroughs.
 

In How Technology-Based New Firms Leverage Newness and Smallness to Commercialize Disruptive Technologies (Design) we see the clear indication of how this is achieved via “an early mover pursuing the mainstream market with a radical technology is more likely to succeed because resource-rich incumbents will face difficulties in trying to follow. However, an early mover into a broad segment with an incremental product is more likely to be overtaken by late-entering incumbents as the incumbent has an existing brand and reputation, as well as vital complementary assets”

                                

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