2012/2013  KAN-CM_SU8T  Design management

English Title

Design management

Course information
Language	English
Exam ECTS	7.5 ECTS
Type	Elective
Level	Full Degree Master
Duration	Summer
Course period	NOTE: The course schedule is at the moment ONLY available at www.cbs.dk/summer
Time Table	Please see course schedule at e-Campus
Study board	Study Board for MSc in Economics and Business Administration
Course coordinator
Faculty - Marta Gasparin, CBS Patricia Plackett - Department of Operations Management
Main Category of the Course
Management
Last updated on 23-04-2012

Learning objectives

At the end of the course, the student should be able to: Have a broad comprehension of concepts, theories, models, and frameworks to analyze different approaches to design management and how it is possible to increase innovation through design Discuss the role of design with a critical perspective on the managerial challenges Assess the relevance of different management technologies for management concepts, their objectives and applications in practice Understand the strategic role of design in companies and its relationship to innovation and product and service development Analyze different types of design approaches, innovation activities and managerial challenges related to those Discuss and propose alternative management approaches

Examination

Design management

Project/Home Assignment (individually written), 15 A-4 pages: Type of test Home Assignment Marking scale 7-step scale Second examiner No second examiner Exam period Summer Term Aids Please, see the detailed regulations below Duration Please, see the detailed regulations below Project/Home Assignment (individually written), 15 A-4 pages

Course content

Content The students will get an understanding of the role of design and the managerial challenges of using design. Besides they will develop knowledge about different views on design and understand design management challenges. In particular, the course will go into the analysis of the link between design, innovation, technology, management and customers to explain how to provide competitive advantage across the triple bottom line: economic, social/cultural, and environmental factors. An introduction to design management from a strategic and historical point of view will be provided. The design process and the strategic role of and innovation and continuous improvement to create and competitive advantage will be analyzed. Never perspectives on the role of design will be discussed. Background: Product design has become a strategic business issue and one managers on all organizational levels are concerned about. Heskett says that “Design is to design a design to produce design”. This shows that design can be studied from different perspectives: product design, craft design, engineering design and organizational design. Design management, according to the Design Management Institute, “encompasses the ongoing processes, business decisions, and strategies that enable innovation and create effectively-designed products, services, communications, environments, and brands that enhance our quality of life and provide organizational success.” The course focuses on these managerial issues in both public and private organizations. How is it possible to create a competitive advantage through design? How can companies use design to improve their development of new products and services? What are the managerial challenges related to design management and how can we manage those?   Objectives: The objective is to provide the participants with an understanding of the different ways we can understand design and how design has become an issue that companies and managers needs to consider.  The course will provide an introduction to mainstream and contemporary ways at looking at design that focuses on how design permeates modern organizations in everything they do: from design of corporate communication, design of products and services to the design of corporate headquarters and the next commercial. Besides, the course will also introduce recent concepts like design driven innovation; design thinking; management as designing; management of design process; the construction of values and managing design and designed products with framing devices. The course’s development of personal competences: The objective of this course is to provide the students with an understanding of different ways to understand what design management is and how it is possible to foster innovation through design.. After the course the student should be able to: Understand the strategic role of design in companies and how it relates to product and service development and strategic business issues. Identify different perspectives and approaches to design management and how it is possible to improve product and service development with design. Be able to reflect on how design is an issue at the managerial level using different theories. Be able to have understanding of the managerial challenges and how these can be analyzed in different ways Assess the relevance of different management technologies to be used to manage design in different situations and contexts. Being able to identify different types of design approaches, innovation activities and managerial challenges related to those

Teaching methods

The teaching will be based on the lectures, content analysis of journal articles, case studies discussions. Students should prepare in advance the cases to have an active participation in class.

Expected literature

Books: Lockwood, T. (2008) Building Design Strategy: Using Design to Achieve Key Business Objectives; Alleworth Press: New York   Heskett, J. (2002) Design. A very short introduction. Oxford University Press: Oxford.   Articles:   Andersom, P. and Tushman (1990). Technological discontinuities and dominant design: a cyclical model of technological change, Administrative Science Quarterly, 35 (4): 604-633                    Christiansen, J. K., Varnes, C. J., Gasparin, M., Storm-Nielsen, D., & Vinther, E. J. (2010). Living twice: How a product goes through multiple life cycles. Journal of Product Innovation Management, 27(6): 797-827.   Callon, M., Méadel, C., & Rabeharisoa, V. (2002). The economy of qualities. Economy and Society, 31(2): 194-217.                       Dell’Era C. and Verganti,. R. (2009). Design Driven Laboratories: Organization and Strategy of Laboratories Specialized in the Development of Radical Design Driven Innovations”, R&D Management, 39 (1): 1-20,   Hargadon, Sutton I (2000). Building an innovation factory, Harvard Business Review, May-June.   Hertenstein J., Platt , M. J., Veryzer R. (2005). The Impact of Industrial Design Effectiveness on Corporate Financial Performance, Journal of product innovation management; 22:3–21   Krishnan, V. Ulrich K. (2001). Product Development Decisions: A Review of the Literature, Management of Science, 47 (1), January: 1-21   Leonard, D. A., and Rayport. J (1997). Spark Innovation Through Empathic Design. Harvard Business Review 75, no. 6 (November-December 1997): 102-113.   Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science: 20(4), 685.   Randall, Ulrich (2007) user design of customized products, Marketing Science: 26, (March- April): 268- 280   Verganti, R. (2003) “Design as brokering of languages. The role of designers in the innovation strategy of Italian firms”, Design Management Journal, 14 (3): 34-42.   Veryzer R, (2005) The Roles of Marketing and Industrial Design in Discontinuous New Product Development,Journal of Product Innovation Management; 22:22–41