Really interesting to find out that this book has only 60 small pages. I don’t know what I actually expected but this was a nice surprise. In the book, there is some really good advice. To remember from this book, in my opinion, is: successful careers are not planned. … But naturally one has to be prepared for it. Even more, if you succeed you should start developing a parallel career....
How to connect the strategy, design strategy and design management?Simply focusing on design and trying to connect it with the strategy is not supposed to create good results. There was a model developed to show that companies are to focus on design management rather than simply on the use of design. In the model, called Design Management Staircase there is a range presented from the immature level of design management to a level where design management is of strategic nature and part of the company’s culture (Kootstra, 2009, p. 12) and therefore part of corporate identity. The model is presented in the Figure below. /*! elementor - v3.5.5 - 03-02-2022 */ .elementor-widget-image{text-align:center}.elementor-widget-image a{display:inline-block}.elementor-widget-image a img[src$=".svg"]{width:48px}.elementor-widget-image img{vertical-align:middle;display:inline-block} At highly driven design companies they have a differentiation strategy where design is at their core. Those kinds of companies are market...
Borja de Mozota has developed a classical method of Boston Consulting Group—product portfolio—for the use in design. The matrix could be the basis for a company to develop a design strategy. ...
[ted id=66]If interested here's the same speech in an animated form:[youtube=http://www.youtube.com/watch?v=zDZFcDGpL4U&w=640&h=390]...
The design manager should be able to manage:design people,design budgets,design timetables,design work,design organizations. It is obvious that it is a wide range of complex skills, especially if we consider that design managers are often supposed to be the design leaders too.A design leadership requires on the other hand six basic skills:envisioning the future,manifesting strategic intent,directing design investment,managing corporate reputation,nurturing the environment for innovation,training for design leadership (Turner in MacDonald (ed), 2004, p. 14). Source: MacDonald, Stuart (ed). 2004. Design Issues in Europe Today. The Bureau of European Design Associations – BEDA, 58 p....
Design management practitioners’ are, among others also: design department managers, brand managers, creative directors, design directors, heads of design, design strategists, and design researchers, as well as managers and executives responsible for making decisions about how design is used in the organization. This rather broad scope of work can be focused if we look at design and management to: + design direction, + design realisation; and not least + design coaching....
There is a general opinion—not only in the design community—that non designers make design decisions every day. Designers do tend to see this as an attack to their profession. And while the mutual suspicions between managers and creative teams exists, there is a possibility to find a suitable management concept for every design concept....
The process of portfolio management has developed from Boston Consulting Group matrix of “Stars, Cows, Children and Dogs” and is a continuous activity (Davidson, 2002, p. 29). Branding authors have developed their own system of Strategic Brand, Linchpin brand, Silver Bullet, and Cash Cow Brands (Aaker and Joachimsthaler, 2000, p. 136).There is the possibility that a brand is simultaneously a linchpin and a silver-bullet brand, or it could evolve from a strategic brand into a cash cow brand. The strategic brand is supposed to be the one that represents a meaningful future level of sales and profits. Linchpin is supposed to be a leverage point of a major business area or of a future vision of the firm. A silver bullet is a brand or subbrand that positively influences the image of another brand (IBM...
In the process of designing the brand architecture sometimes only identifying the brands and subbrands could be a nontrivial task (Aaker and Joachimsthaler, 2000, p. 134).There is a famous picture that presents the brand architecture as a football team, presented in Figures 1 and 2. The football pitch is supposed to be the market map. There is a saying that if each football player represents brands, they are to cover the priority areas. Some players are the stars or super-brands others have minor roles and are support brands (Davidson, 2002, p. 28).Figure 1: The ideal portfolio /*! elementor - v3.5.5 - 03-02-2022 */ .elementor-widget-image{text-align:center}.elementor-widget-image a{display:inline-block}.elementor-widget-image a img[src$=".svg"]{width:48px}.elementor-widget-image img{vertical-align:middle;display:inline-block} Figure 2: The typical market/brand portfolio If we think of each individual player as a brand, then identity and communication programs are tools or exercises that make the individual player better...
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