|
Background
As a starting point the course will discuss how design makes a
difference and where we can identify good and interesting design.
The course will provide examples from leading Danish companies on
how they work with design, and there will be guest lecturers that
present cases on how companies have worked with design. As design
is an important element in innovations, there will also be examples
that show how this happens in practice. Design incolves creativity.
How can we stimulte creativety in design thinking? How can we
manage creativity?
Design is today considered involved in all kinds of human activity.
Companies design products and services to be delivered on the
market. Managers design business processes, organizational
structures and information systems to have efficient internal
processes. Companies try to become and/or stay competitive by
presenting newly designed innovations on the market and use design
processes that makes it possible to not only follow the market but
lead the market development. Design involves not only professional
'designers' - we are all involved in design and design
thinking. So how can we understand and work with the challenges of
managing design and design processes in companies?
Course structure
The course will start by identifying the many meanings of design
and what design thinking has been in the past, and how we can use
the notion of design to understand managerial issues in companies.
Next, different views or perspectives on management of design will
be identified and used to structure the discussions. For example
design can be studied as: product design, craft design, engineering
design, organizational design. Third, a number of theoretical
lenses or paradigms that we have identified in past research on
management of design will be used to discuss and analyze how a
specific design challenge in an organization or company can be
addressed based on a certain view on what design and design
management is.
Successful product design is vital to many firms. Well-managed,
high-quality design offers the company several benefits: corporate
distinctiveness, value for a newly launched product so that it
stands out from its strong competitors, and it can be used to
reinvigorate product interest for products in the mature stage of
its life cycle. Moreover, design can be used also to foster radical
product innovation.
The students attending this course will learn how is possible to
contribute to the competitiveness of the firms by learning not only
how to manage in a more efficient and efficacy way design products
and services, but also by reflecting on the value creation
processes in a design product.
This course is meant to strength the theoretical foundation
with the empirical discussion through case studies and invitations
of practitioners.
|
|
Heskett, J (2005) Design: a very short introduction.
Oxford University Press: Oxford.
Lockwood, T. (2008) Building Design Strategy: Using Design
to Achieve Key Business Objectives; Alleworth Press: New
York
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 Review75, 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
Case studies provided in the course.
|
Permalink