Design Management as core competency

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How might design inform healthcare and vice versa Design tends to be person–centric, while healthcare is rather pathology-centric. However, individuals have less revenue for managing illness in the new economy, so they take care of themselves differently and/or they wish to avoid hospitals. It is therefore no longer the illness or pathology --such as diabetes -- that defines the medical industry, but rather the individual suffering from this long term illness. How can he or she co-design his or her own way of living with the pathology within a person-centric system and entrepreneurial attitude Consequently, we find the rise of service design, co-design/inclusive design, system design, platform design, etc. in national healthcare systems worldwide. Another example is seen in the travel industry. Traditionally it was organized by where you wanted to travel, how you wanted to travel -- train, car, plane—and how much you wanted to pay for your hotel room. Now, simply by looking into the number of occurrences in Google searches, you will see websites answering these traditional segmentation criteria; however the most frequently cited websites are referring to a new criterion --travelling alone. So “being alone” is a new segmentation criterion for travel, but could also be used for innovative ways in arranging service industries. After all, you may be alone at some time of your life for many different reasons: hence the rise of the “concierge“ services successes. Therefore I -- first as a person, then as a person being “alone” -- am reconstructing many different industries, and pushing alliances between traditionally competing actors. Consequently, in this individual economy – the DOWN/UP economy–the brand power of organizations is fundamental in shaping our mental images that this brand, rather than another brand, is best for ME regardless of whatever product or services it offers. The power is in “ME” as a human being, with the power of individual choice. The “complexity economy” means adopting this “DOWN/UP”, person-centric attitude. This, therefore, is the reason for the “design thinking“, user-driven design attitude: an empathetic attitude gives designers new roles. Designers’ research skills and attitudes mean that the design profession can embrace larger issues such as social innovation and, as such, invent new business models. Designers and strategists share an entrepreneurial spirit. Designers need to explore how design knowledge might be exported and imported across the traditional borders of design. A key question to consider is:”Can designers industrialize socially responsible solutions” (Morelli,2007)Designers need to understand the concepts and values of their skills in order to design from outside the traditional boundaries. Design Management as core competency What has changed in Design Management, from seeing design primarily as design strategy and managing design projects, to recognizing design as an integral function of all organizations In becoming a function of organizations, design can be selected as a core competency. Our model Designence (Borja de Mozota 2006) has given evidence for four types of design values; ”design you 8
can’t see “ through the managerial process value of design and the transformational value of design skills have now been well-documented. Our assumption is that designers should change from their focus on product and service portfolio or product strategy and from design discipline-centered views of their territory. Example: Current Design territory in organizations to be expanded :(Moultrie et al, 2008). -Design in the communication, promotion and delivery of products and services and in the creation and communication of the identity of the business. -Design as the creation of products and services. -Design within the business: design of the organization’s operating environment workplaces, design of business processes and systems. Design is an asset giving value to other intangible assets in organizations. This core competency view of design is based on the design profession’s myriad capabilities. The changes in the global context have created a new model of postmodern organizations, where designers have new roles to play. Design skills are for reinventing new business models. Rather than seeing the present system as more complex, it is the system that has to be reinvented. New business models and new industries will emerge that will change the balance of our socio-technical system. Also, in this transition period, “design thinking” as holistic and “user oriented“ will coax the change. Designers’ empathy is a key factor. Nonetheless, holistic systemic thinking for inventing value for all stakeholders is in concordance with the shift in strategy definition (Borja de Mozota & Kim 2009, Figure 3). 9
Page 1 and 2: Journal of Design + Management 2009
Page 3 and 4: design”;customers are not the onl
Page 5 and 6: See also the so-called Kim and Maub
Page 7: as an art form, etc. Why, therefore
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