Prologue Introduction Context What is Design Management? Why is Design Management Important? Design Management Timeline PART ONE Managing the Design Strategy KNOWLEDGE Identifying Opportunities for Design Understanding the Audience and Market Interpreting Client and Customer Needs Auditing the Use of Design Establishing the Design Strategy Promoting and Selling the Design Strategy Planning for Long-term Growth PRACTICE Case Study: The Argus®3 Thermal-Imaging Camera Case Study: Camper Interview: Dr Chris H Luebkeman, Arup Group Interview: Keiko Uchida, Keiko Uchida Collection KEY SKILLS Managing Client Relations Guiding Design Decisions Developing Good Working Relationships Verbal Communication Key Skills Exercises PART TWO Managing the Design Process KNOWLEDGE Giving Form to Business Strategy Increasing Awareness with Design Expressing the Brand through Design Initiating Design Projects Design Methods Design Processes Competitive Advantage through Design PRACTICE Case Study: Kajima Design Europe for JVC Case Study: The Honda Zoomer Interview: Fabio Issao, Mandalah Conscious Innovation Interview: Chloe Martin and Rosie Frost, The Innovation Collective KEY SKILLS Managing Creative Teams Facilitating the Design Process Developing Collaborative Cultures Visual Communication Key Skills Exercises PART THREE Managing the Design Implementation KNOWLEDGE The Project Management Process Project Management in Practice Social and Environmental Responsibilities Design Policies, Procedures and Guidelines Translating Global Design into Local Design Measuring the Success of Design Reviewing and Revising the Design Strategy PRACTICE Case Study: Sprunk-Jansen and Ping-Pong Design Case Study: The Silken Group Interview: Brian Gillespie, Continuum Interview: Colette Liebenberg, Colette Liebenberg Design KEY SKILLS Management and Leadership Leadership and Advocating Design Written Communication Key Skills Exercises Appendix 18 Views on Design Management Further Resources Glossary Additional Credits Acknowledgements PROLOGUE Introduction Design management is about the management of design In its most basic sense, design management is about managing design projects; projects paid for by a client, a business or an organization, and carried out by a designer, a design team or a design consultancy For some, this is where design management stops, but for others, it is more than just a form of project management Design management as an approach has a myriad of other uses Design describes both the process of making things (designing), and the product of this process (a design) Design plays a key role in shaping the world and generating new products, systems and services in response to numerous market conditions and user needs According to a recent Intellectual Property Office (IPO) report, there are 315,000 designers working in the United Kingdom alone, and another 590,000 working in design-related employment Can design be used to add more value to business? What roles can design play in society and politics? Designers are often labeled as ‘creatives’, but they are just as likely to employ analytical skills when faced with a problem Similarly, public and private sector managers tend to be quite analytical, but they are just as likely to adopt a creative approach when seeking a business solution Designers and managers both exhibit the ability to be analytical and creative, but in different ways, using different tools, and with different outcomes The stereotypes of designers and managers overlysimplifies the complexity of design management (and of people), and this book extends beyond these simple generalizations Design is intrinsically linked to business, in a way that can both add and create value for organizations and the wider context as a whole Beyond the superficialities of the style and aesthetics debate, and beyond the simplistic view of designers and managers, there are opportunities for individuals at various stages of their career, working in a wide range of organizations, and at different project stages, to promote and utilize the value of design Design management is not a clearly defined vocation, career path or academic subject area; no two ‘design managers’ will have the same background, training or experience in how they got to the position of being the decision-maker about the management of design Design management can be a strategic leadership role, one that requires explaining, inspiring, persuading and demonstrating how design can positively contribute to an organization in many different ways It can also be a tactical managerial role, where the focus is on delivering a specific project, task or outcome The aim of this book is to promote a clearer understanding of design’s role in business and the broader context, and the importance of design as a way of creating value in any organization The book is a guide for students of design, design management, marketing, media communications and business studies, and for anyone involved in the management of design and creativity The book begins with a contextual overview of design management, which is followed by three ‘parts’ These parts fully explore the management of the design strategy, process and implementation respectively Part One: Managing the Design Strategy looks at the first stage of design management, where design projects and initiatives are conceived The focus of this stage is on identifying and creating the conditions in which design projects and ideas can be proposed, commissioned and promoted At this stage, design management engages design thinking in an organization’s strategy, identifying the opportunities for design, interpreting the needs of its customers, and looking at how design contributes to the overall business Once an organization has made the decision to invoke a design strategy, design management deals with the establishment and promotion of it, securing the support and commitment of the stakeholders in the business, and planning for long-term growth – not just immediate and short-term gains Part One investigates the skills required in managing client relations and guiding design decisions, building relationships, and developing the necessary verbal communications skills to achieve the effective exchange of ideas and information This stage is about how those responsible for the management of design can inspire design thinking, projects and possibilities Part Two: Managing the Design Process looks at the second stage of design management, where design projects and agendas are developed The focus of this stage is on demonstrating how strategy can be made visible and tangible through design At this point, design management is about how design can be used to craft the presence and experience of an organization, and in doing so influence how the organization and its brand are expressed and perceived To help identify the management challenges that will be faced when initiating design projects, models from a range of design-related processes and disciplines are provided Theoretical models can never provide an instant solution, as they are abstract representations of real-life situations, and no single model will fit all solutions These models are intended as starting points from which to develop project-specific approaches, ones which enable an organization to explore competitive advantage through design Part Two investigates the skills that are required to effectively manage creative teams, facilitate the design process, lead designers, develop a culture of collaboration and develop solid visual communication skills in order to make thoughts and ideas presentable This stage is about how those responsible for the management of design can lead design agendas, projects and processes Part Three: Managing the Design Implementation looks at the stage of design management where design projects and outcomes are delivered The focus of this stage is the process and practice of managing projects, including the decision-making involved in specifying design materials, working relationships and ethical responsibilities Once a design project has been completed, the delivery of it can entail further stages of design management, such as developing design guidelines and manuals, the maintenance and evolution of the design, and translating design solutions for the global context Evaluating the success of the design project allows positive feedback to inform and promote the effective use of design Part Three investigates the skills required when managing creative projects, such as leading and advocating design project successes, developing good written communication skills and understanding the differences between the management and the leadership of design agendas This stage is about how those responsible for the management of design can manage design agendas, projects and people CONTEXT The role of design, and its management, in business, society, culture and the environment has a rich and active history This section of the book provides an introduction to some of the key debates and definitions of design management, and reasons behind their importance today It also provides an overview of the background and origins of design management in the form of a timeline CONTEXT What is Design Management? There is no single, universally agreed definition of the term ‘design management’, just as there is no single agreed definition of ‘design’, or in fact of ‘business’ When looking at the nature of ‘design’, the word itself is both a noun (an outcome), and a verb (an activity) The outcome of a design project can be seen in the products, services, interiors, buildings and digital media that we come into contact with daily The management of these design projects is only one aspect of design management The activity of designing is a people-centered, problem-solving process, which also needs to be managed and therefore is another facet of design management The term ‘business’, when used in the context of design and business, can become a container for all kinds of non-design activities such as marketing, finance, strategic planning and operational activities In the area of design management a wide variety of perspectives exist that reflect the rich array of individuals, professions and contexts involved, such as academia, the public or private sectors, business and industry, the design profession, public services and governmental bodies Indeed, the lack of consensus on both the scope and substance of the design management discipline has ensured ongoing, rich debate about its continual evolution Topalian has stated that within an organization, design management consists of managing all aspects of design at two different levels: the corporate level and the project level Topalian also believes that ‘design management development needs to broaden the participants’ experience of design problems and the range of project and corporate circumstances within which they have to be solved’ (2003) Gorb has defined design management as ‘the effective deployment by line managers of the design resource available to the organization in the pursuance of its corporate objectives’ (1990) This definition suggests that the subject is therefore directly concerned with the organizational place of design, and with the identification of those design disciplines that are relevant to the resolution of key management issues, as well as what training managers need to use design effectively Hollins describes design management as ‘the organization of the processes for developing new products and services’ (2002), and for Cooper and Press, being a design manager is about ‘the response of individuals to the needs of their business and the contribution they can make to enable design to be used effectively’ (1995) For Raymond Turner, design management success in business is not so much about practices, as about attitudes and behavior (2013) As a job description, the design manager has the role of managing design What exactly this entails will vary from organization to organization, and the person responsible for managing design might be called a ‘brand manager’, a ‘project manager’, an ‘account director’, a ‘design consultant’ or an ‘advertising planner’ The important aspects of managing design, irrespective of the job title, are about understanding the strategic goals of an organization and how design can play a part, and ‘How to Win Friends’, Review of DMI Conference/ID Magazine Jan 1992, Design Review, Spring 1992 Preddy, S., Using the Spoken Word in Lydiate, L (Ed) Professional Practice in Design Consultancy, A Design Business Association Guide, 1992 Press, M and Cooper, R., The Design Experience, Ashgate, 2003 Raeburn, M., Vision: 50 Years of British Creativity, Thames & Hudson, 1999 Read, H., Art and Industry, Faber & Faber, 1932 Reingold, J., The Interpreter: Claudia Kotchka at Procter & Gamble Fast Company Magazine, June 2005 Richter, I (Ed), The Notebooks of Leonardo da Vinci, Oxford University Press, 1998 Rollestone, G., Scenario-Based, Value-Driven Design Methods, A MetaLondon/Icon Medialab White Paper, 2003 Silbiger, S., The 10-Day MBA, HarperBusiness, 2012 Sparke, P., A Century of Design, Mitchell-Beazley/Reed Consumer Books Ltd., 1998 Swann, A., Design and Marketing, Phaidon, 1990 Topalian, A., Promoting Design Leadership through Training, Design Leadership Forum, 2003 Turner, R., Leading the Way, New Design, Issue 39, 2006 Turner, R., Q&A Interview, DMI Review, Winter 2013 von Stamm, B., Managing Innovation, Design & Creativity, John Wiley & Sons, 2003 Wheeler, A., Designing Brand Identity, John Wiley & Sons, 2003 Wood, A., Cost Management Begins to Reshape Design, Industry Design Week, May 11, 2006 Zeldin, T., Conversation: How Talk Can Change Your Life, The Harvill Press, 1998 Zimmerman, E., The Iterative Design Process in Laurel, B (Ed) Design Research, Methods and Perspectives, MIT Press, 2003 JOURNALS BusinessWeek BusinessWeek publishes an Innovation and Design section in their magazine and online Catalyst Strategic Design Review Launched in 2009 by the Pratt Design Management Program (New York), Catalyst Review addresses the strategic value of design Its mission is to stimulate thinking and encourage conversation about the role of creative economies in ensuring an economically, socially and environmentally sustainable future CATALYST encourages conversation among leaders in design, business, the arts, and social innovation who are interested in creating economic value, advancing equity and assuring environmental stewardship Core77 Industrial design magazine and resources offering a calendar of events, firm listings, jobs listings, forums, articles and design-related databases Core77 also provides a gathering point for designers and enthusiasts through competitions, lecture series, parties and exhibits Creative Review Creative Review is the world’s leading monthly printed magazine and online resource for visual communication, drawing attention to important new trends in graphic design, advertising, new media, photography, illustration, typography and more Based in the UK, the magazine has subscribers in 80 countries Design Management Review Articles and case studies exploring how design is an essential strategic resource, and a component of every organization that can be effectively managed to make important contributions to innovation, the bottom line and to long-term success The Design Management Journal (focused on academia and education) is published once a year Design Week The UK’s leading Design website specializing in design news and jobs, and also including research, surveys, features, reports, invitations to pitch, campaigns, product launches and award winners Fast Company Fast Company explores the areas of innovation in technology, ethonomics (ethical economics), leadership and design Through the magazine and FastCompany.com, their aim is to inspire readers and users to think beyond traditional boundaries, lead conversations, and create the future of business Harvard Business Review (HBR) The mission of Harvard Business Publishing (HBP, a subsidiary of Harvard Business School) is to improve the practice of management in a changing world, serving as a bridge between academia and enterprises around the globe through its publications and content platforms aimed at three markets: academic, corporate, and individual managers The goal of HBR, an executive level magazine for professional managers, is to be the source of the best new ideas for people creating, leading, and transforming business The focus is on areas such as leadership, organizational change, negotiation, strategy, operations, marketing, finance, and managing people Inc The leading online resource for private business leaders and innovators, with advice, tools and services to help businesses to grow Management Today Published by the Chartered Management Institute (UK), MT is a monthly business magazine with news on companies, professionals, personalities and management techniques It includes insight and practical advice from industry experts on career advancement and business development Strategy + Business Strategy + Business is a quarterly thought-leadership and management magazine covering business strategy, organizational leadership and underlying trends Its purpose is in addressing the complex choices, decisions and subsequent impact faced by leaders – in corporate strategy, marketing, operations, human capital, public presence, governance, and other domains The magazine is published by PwC Strategy& Inc (formerly Booze & Company) WEB REFERENCES ABEDESIGN www.abedesign.org.br The Brazilian Association of Design (ABEDESIGN) is a business association founded in 2004 with the main objective of promoting, developing and expanding the market for design both inside Brazil as well as internationally American Institute of Graphic Arts (AIGA) www.aiga.org AIGA, a professional association for design, is committed to furthering excellence in design as a broadly defined discipline, strategic tool for business and cultural force AIGA is the place design professionals turn to first to exchange ideas and information, participate in critical analysis and research and advanced education and ethical practice AIGA sets the national agenda for the role of design in its economic, social, political, cultural and creative contexts A420 www.A420.com Founded by Lynne Elvins and Rupert Basset, A420 provides the design industry with a systematic way to navigate the complex subject of sustainability The Sustainability Issues Map (a visual poster and tool) was developed from the belief that the design industry is in a uniquely powerful position to create a more sustainable future for everyone Chartered Institute of Marketing, The (CIM) www.cim.co.uk The CIM, the world’s largest community of professional marketeers, defines the marketing standards that operate in the UK and champion best practice globally The CIM exists to develop the marketing profession, maintain professional standards and improve the skills of marketing practitioners, enabling them to deliver exceptional results for their organizations Chartered Society of Designers, The www.csd.org.uk The Chartered Society of Designers (CSD) is the professional body for designers and the authority on professional design practice It is the world’s largest chartered body of professional designers and is unique in representing designers in all disciplines D&AD www.dandad.org Founded in 1962, D&AD is a UK-based non-profit organization that exists to stimulate, enable and award creative excellence in design and advertising globally D&AD run awards schemes, education programs and a range of other initiatives such as New Blood, which aims to stimulate the next generation of young creative talent Design Business Association www.dba.org.uk The Design Business Association (DBA) is the trade association for design in the UK It exists to build the bridge between designers and businesses and champion effective design, so improving the quality of people’s lives Design Council, The www.designcouncil.org The Design Council is the UK Government’s advisor on design and sets the benchmark for promoting design nationwide through research and campaigns As champions for great design, they show how design can improve lives and makes things better, and how it can transform business and public services Design in Business www.designinbusiness.org.uk The Design Atlas is a framework for studying the design capability, processes and planning within a business The Design Atlas gives an overview of how the design capability of an organization can be audited, and how strategic innovation through design can be proposed Design Management Europe Award www.dmeaward.com Design Management Europe Award (DME) is a European design management prize that aims to promote the strategic use of design within European businesses It awards the management and successful implementation of design in their processes and strategies to achieve their business goals Design Management Institute, The www.dmi.org The Design Management Institute (DMI) is an international non-profit organization that seeks to heighten awareness of design as an essential part of business strategy Founded in 1975, DMI has become the leading resource and international authority on design management DMI has earned a reputation worldwide as a multifaceted resource, providing invaluable know-how, tools and training through its conferences, seminars, membership program, and publications Design Research Society www.designresearchsociety.org The Design Research Society is committed to promoting and developing design research Their members are present in 40 countries, and are drawn from diverse backgrounds such as design, the arts, engineering, psychology and computer science Graphic Design USA www.gdusa.com Graphic Design USA is a magazine for graphic designers and other creative professionals Their aim is to tell the story of graphic design’s growing importance to commerce and culture, and the role played by the talented, strategic, spirited and savvy individual designers involved Their goal is to shine the light on the men and women making today’s graphic design and, in turn, helping shape the broader world International Organization for Standardization (ISO) www.iso.org ISO is the world’s largest developer of International Standards used by industrial and business organizations, governments and other regulatory bodies, trade officials, professionals, suppliers and customers of products and services, and people in general in their roles as consumers and end users ISO standards contribute to making the development, manufacturing and supply of products and services more efficient, safer and cleaner; making trade between countries easier and fairer; providing governments with a technical base for health, safety and environmental legislation; aiding in transferring technology to developing countries; and in safeguarding consumers, and users of products and services NextDesign Leadership Institute www.nextd.org Based in New York, the Next Design Leadership Institute has been ‘defuzzing the future’ since 2002 It was launched by Gary van Patter and Elizabeth Pastor as an experiment in innovation acceleration, and now helps others better understand next generation design thinking in the twenty-first century, especially in the areas of organizational and societal change The NextD Leadership Network exists to explore, explain and advocate new forms of design leadership at the scale of organizations and society Patent Office, The www.patent.gov.uk The Patent Office is responsible for granting patents, registered designs, and registered trademarks that are effective in the UK It provides information on how to protect and exploit ideas, sell ideas to another company and how to legally protect from plagiarism RGD – The Association of Registered Graphic Designers www.rgd.ca The Association of Registered Graphic Designers (RGD) is a hub for the graphic design community, promoting knowledge sharing, continuous learning, research, advocacy and mentorship RGD work to establish professional standards, best practices and innovative thinking within the design industry and beyond APPENDIX Glossary Added Value Increased or additional benefit with regard to, for example, real and perceived worth, market value, desirability, merit or use Agenda A list of items or matters of business requiring attention Audience The intended target market of people to which a particular product or service is aimed or created Audit An inspection or verification of a particular aspect of an organization by a qualified person or consultancy A risk audit assesses potential dangers or losses, whereas a financial audit assesses the health and status of accountancy systems and procedures Brand Identity An identifying mark or trademark which represents an organization’s vision, mission, beliefs and purpose Competitive Advantage The position or condition adopted in order for a company, product or service to differentiate itself beneficially from other offers, so gaining favor with consumers Competitive Analysis The process of investigating and separating into parts the merits of particular companies, products or services over other rival and competing offers Comparisons are made relative to, for example, price and quality, and a position defined to ensure success against these competing offers Consumer The end user, purchaser, buyer, customer or user of particular products or services Context The background information that provides the frame of reference for establishing the relationship between one thing and another, and the meaning associated with surrounding conditions related to, for example, history, location or position Contingency An allowance (for example, of time or money) put aside in the event of any unforeseen circumstances or future emergencies sustained during a project Copyright An exclusive right giving legal protection to the use of a particular design, creative work or other publication, for example, music, literature and art Customer Satisfaction The fulfillment of the customer relationship and the customer experience in a gratifying way that, in the face of increased competition and rising consumer expectations, helps to attract and retain customers Demographics Classifies consumer ‘types’ according to where they live Types are assumed to share attitudes and beliefs and purchasing habits Design Guardian Person or consultancy responsible for ensuring an organization is using design to its maximum effect, monitoring and promoting the effective use of design, and ensuring coherence between the organizational vision, the brand identity and the design guidelines Design Process The specific series of events, actions or methods by which a procedure or set of procedures are followed, in order to achieve an intended purpose, goal or outcome Design Review Group assessment of design work held at periodic or key stages of the design process, during which design work is critically discussed, debated and assessed against the brief or other performance measures The goal is to make the decision to progress to the next stage of the process, redesign, or even abandon the project all together Design Standard An authorized measure, a set of principles, or an established level of quality and achievement, serving as a benchmark for an acceptable outcome Differentiate Unique product and service features and benefits, or unique advertising and promotion, to sustain competitive advantage and enable consumers to tell the difference between competing offers Hidden Agenda An implied, but unspoken, reason for doing something Inclusive Design Design that takes into account the needs of individuals or groups normally excluded; for example, the partially sighted Innovation To introduce new methods or ideas, or to make changes and variations which indicate a radical departure from the usual way of doing things Intellectual Property Rights (IPR) Gives legal protection to the ownership of new ideas or brand names and gives the owner the right to stop other people exploiting their property IPR includes patents, registered designs and design right, registered trademarks and copyright Interaction Design A way of designing such that the customer, user or viewer is actively involved in the product, service, process or experience being designed, in a way that both sides ‘act upon’ each other Invention To think up, conceive, originate, create, design, devise, discover, imagine or improvise or produce a new product, service or process Lifecycle A behavioral pattern associated with the introduction of new products and services, passing through four stages Introduction of the product to the marketplace; growth with increased demand; maturity where the product has reached its peak performance in terms of customer satisfaction and retention; and decline with a reduction in sales, and the ideal time to introduce a next-generation product Methodology A set of working procedures, methods, practices or rules used when engaged on a particular project or process of inquiry Milestones Agreed points for the completion of important events or key project responsibilities and deliverables, by when, and by whom Patent A form of legal protection that grants exclusive rights to make, produce and sell an invention or innovation, for a particular length of time Patents usually protect the functional and technical aspects of products and processes Procure To obtain, engage or buy goods or services for use within an organization The procurement department usually keeps a list of approved or existing suppliers, and a set of regulations and procedures for engaging and securing the services of new suppliers Profit The excess returns over expenditure from having a business advantage, which results in making money, gaining value and achieving return on investment Proposal A scheme or plan for consideration as part of a bid that describes both the opportunity available and a suggested approach for carrying out the plan Prototype A physical or virtual model created to test ideas and designs, and to solicit user-feedback, from which a final product or service will then be created Public Relations The practice of promoting and maintaining the image of an individual or organization, through media and promotions such as press releases, press kits, case studies, interviews, company newsletters and sponsorship opportunities Qualitative Describes an analysis or research approach based on the subjective thoughts, feelings, reactions and motivations of customers Qualitative results can provide rich insights into people’s emotional connections and habitual behaviors with regard to people, places, products, services or other contexts Quantitative Describes an analysis or research approach based on collecting and compiling data based on defined subject areas or specific questions posed to a sample of customers The data is compiled for statistical analysis, and used to predict consumer behaviors, potential markets and future growth areas Rationale An explanation of the response to a brief, the thinking process and explanation of why something has been designed or produced in a particular way Will include decisions made in relation to, for example, form, function, aesthetics, user requirements and client needs Research and Development A systematic and careful investigation of a particular subject; followed by the expansion of investigations and proposals into a chosen direction Retainer Financial support to retain or keep in place the services of an individual agency or consultancy Roster A list of approved consultancies, suppliers and service providers, that are reference checked, financially audited and approved by procurement, prior to consideration for engagement on a project and negotiation of terms of engagement Scope of Work The extent or range of work to be undertaken Shareholder A holder of shares in a company, which entitles the holder to a portion of the profits Stakeholder An individual or group with involvement, interest or claim in a venture, which may be related to, for example, financial, societal, cultural, political or personal benefit Sustainable Design The study and application of how products, services, systems and processes could be designed or redesigned to have a positive impact on social, economic and environmental factors (i.e people, profit, planet) Considerations might include materials, their origins and their end disposal; energy and transport policies; product lifespan and waste-reduction strategies Trademark ™ A way of identifying goods and services, and of differentiating between competing offers The trademark is a sign or symbol that allows for instant brand recognition, is unique to each business, and guarantees the origin, quality and consistency of the goods or services Trend Forecasting/Spotting The act of predicting a tendency, a current style or fashion, or a future market opportunity, as identified by marketers, retailers, designers and consumers themselves Turnover The volume of money or sales a business transacts in a given period High turnover is not necessarily related to high profit, since costs and expenditure can reduce profits and make projects financially unviable User-centered Design A process of designing a product or service experience around the life and behavior of the consumer or user User Friendly A process, product or service that is easy to understand or APPENDIX Additional Credits All diagrams originally redrawn/created by Giles Rollestone Page numbers refer to the print book P 20 Wedgwood cameo Courtesy of Wedgwood Visitor Centre p 20 Portrait of Isambard Kingdom Brunel Courtesy of The Brunel Engine House, London p 20 Crystal Palace exterior Courtesy of Tallis’ History and Criticism of the Crystal Palace p 20 Toast rack, designed by Christopher Dresser, from the collection of Ellen & Bill Taubman Courtesy and copyright of Michael Whileway 2001/the Victoria and Albert Museum Collections p 21 AEG Turbine Hall: Courtesy and copyright of Max A Monaco p 22 Time magazine cover October 31, 1949 Courtesy of Time magazine p 22 Eames chair Courtesy of Vitra Design Museum/The Furniture Society p 22 Olivetti Lettera 22, designed by M Nizzoli Courtesy of Olivetti p 22 AT&T telephone, designed by Henry Dreyfuss Courtesy of the IDE Virtual Design Museum/Henry Dreyfuss Associates p 22 Panton chair Courtesy of Art Net p 23 Portrait of Thomas Watson Jr Courtesy of International Business Machines Corporation p 23 Beovision 1400 Courtesy of Bang & Olufsen p 23 Sony Walkman Courtesy of Sony p 23 Carlton cabinet, designed by Ettore Sottsass Courtesy of the Design Museum p 24 Apple Mac Courtesy of Entire Low End Mac p 24 The Euro Symbolic-2001, copyright of European Community 2006 Courtesy of the European Commission Audio Visual Service p 24 Portrait of Stefano Marzano Courtesy of Philips Design p 87 Attila the Hun Supplied by Nancy Carter at North Wind Picture Archive p 154 Leonardo da Vinci Supplied by Alinari Archives All reasonable attempts have been made to clear permissions and trace and credit the copyright holder of the images reproduced However, if any have been inadvertently omitted, the publisher will endeavour to incorporate amendments in future printings Appendix Acknowledgements Thank you to all the readers, contributors, collaborators and special people who are part of the history and evolution of this book Thanks to: Lesley Ripley, Georgina Kennedy, Leafy Cummins and Sutchinda Thompson at Bloomsbury Publishing Plc; Brian Morris and Caroline Walmsley formerly of AVA; Karen Wilks; Giles Rollestone; Dick Petersen, John Hawkes, Chris Holt, Bill Hollins, Ian Dumelow, Roni Brown; Chris Luebkeman, Keiko Uchida, Fabio Issao, Rosie Frost, Chloe Martin, Brian Gillespie, Colette Liebenberg; Darragh Murphy, Deb Marazek, Nick Lockington, RitaSue Siegel, Weronkia Rochacka, Mago Mulangwa Majid, Darrel Rhea, Marilyn Dietrich, Akram Abd El-Aziz, Somaya Ehab Mustafa, Adin Heller, Laura Noriega Landeros, Rich Banham, Cyril Zammit, Gunther Grall, Ewa Golebiowska, Binit Vasa, Mikka Koria, Mary McBride; Viv Jenkins, Wojciech Borowicz, Tom Wates, Patrick Skertich, Anais Lefebvre, Andrea LaRowe, David and Jason at Basecamp, Ron Reeves, Sebastian Hesselmann, Lynne Elvins, Gavin Cawood, Christopher Colosimo, Eve Chung, Brooke Estin, Sophia Hill, Marek Adamczewski, Simon Berry, Christine Xu, Chong Hui, Julia Xu, Jessica Fan, Maxine Horn, Krysztof Bielski, Alexey Shamutdinov, Maarten Jurriaanse, Barry de Bruin and Meike Nip at Ping Pong Design, Erik Sprunk-Jansen, Dids MacDonald, Nina Warburton, James Lamb, Jennifer Greitschus, Jackie Young, Anna Davidson, Jason Fried, Martina Hettel, Birte Cobarg, Katja Reimund, Alison Walden, Soledad Olmo, Ruth Coughlan, John Pipino, Jeff Tull, Laura Brock, Mark Finnie, Vanessa Hopkins, Edo van Dijk, Sarah Vernon, Dave Floyd, David Cooper, Matt Chetwood, Ingeliese Neilsen, Silke Becker, Rocio Diaz, Fernandez, Ailana at Innocent, Justin Shennan, Jade Hutchinson, Simon Jordan, Akkiko Koga, John Chapman, Tony Quinn, Pierre Vinsot, Shahar Sibershatz, James Lawless, Diane Foley, Caroline Farley, Emma Fieldsen, Emma Karidian, Nicola Fowler, Jamie Ford, Ange Dunselman, Marta at Silken Hotels, Melissa Hemsley, Joan MacKeith, David Jones, Peter Theony, Annabel Buckingham, Adelaide Turnbull, Annette Evans, Chris at Moleskine, Marta Meneres, Alan Hely, Sheryl Seitz, Graham Taylor, Lorette Natal, Angela Knorr, Rory Caren, Susan Dean Fairchild Books An imprint of Bloomsbury Publishing Plc 50 Bedford Square London WC1B 3DP UK 1385 Broadway New York NY 10018 USA www.bloomsbury.com Bloomsbury is a registered trade mark of Bloomsbury Publishing Plc This electronic edition published in 2015 by Bloomsbury Publishing Plc First published 2015 © Bloomsbury Publishing Plc, 2015 All rights reserved You may not copy, distribute, transmit, reproduce or otherwise make available this publication (or any part of it) in any form, or by any means (including without limitation electronic, digital, optical, mechanical, photocopying, printing, recording or otherwise), without the prior written permission of the publisher Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages Kathryn Best has asserted her right under the Copyright, Designs and Patents Act, 1988, to be identified as author of this work No responsibility for loss caused to any individual or organization acting on or refraining from action as a result of the material in this publication can be accepted by Bloomsbury or the author British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ISBN: PB: 978-1-4725-7367-4 ePDF: 978-1-4725-7368-1 ePub: 978-1-4742-6037-4 Library of Congress Cataloging-in-Publication Data Best, Kathryn Design management : managing design strategy, process, and implementation / Kathryn Best Includes bibliographical references and index ISBN 978-1-4725-7367-4 (alk paper) – ISBN 978-14725-7368-1 (ePDF) Industrial design – Management I Title TS171.4.B46 2015 658.5 – dc23 To find out more about our authors and books visit www.bloomsbury.com Here you will find extracts, author interviews, details of forthcoming events and the option to sign up for our newsletters ... the management of the design strategy, process and implementation respectively Part One: Managing the Design Strategy looks at the first stage of design management, where design projects and. .. the management of design can inspire design thinking, projects and possibilities Part Two: Managing the Design Process looks at the second stage of design management, where design projects and. .. to understand the design tools (the methods and ways of thinking that the design process brings), and the design planning and implementation, which effective project management of design brings