CONTENTS Introduction ................................................3 Aim and objectives ...............................3 create culture ............................................4 Design Culture definition .......................4 organisational culture ...............................4 The Competing Values Framework™ .5 Workspace design .................................6 Subculture from the main culture ........6 Leading the team through innovation by culture .........................................................7 Improve company performance ........7 Team structure ........................................7 Design reviews ........................................8 Tools of communication .......................9 Sharing assets and design ....................9 design culture through innovation ........10 Innovation Culture driven business models ...................................................10 Think Different! (Apple)........................10 Do the right thing! (Google) ...............11 Model simple illustration ......................11 Conclusion ................................................12 Bibliography..............................................13 Appendix ..................................................15
INTRODUCTION
model must take a place with culture
The construction industry is a complex process in its nature with a learning curve that
can
be
developed
along
its
progression. Dealing with problems is part of the overall duty of design process management.
Also,
design
management of the team relationship and collaboration between the design team is heavily a part of the design manager role.
analysed the RIBA Plan of Work design management issues and its difficulties. Therefore, after revising the report’s outcomes, the existing report concluded that the RIBA plan of Work has a variety of design team issues and difficulties in relation to culture through the design stages. One of the main issues of design management is the collaboration on the same vision between the design team during the design stages. Furthermore, miss communication between the design teams during the design process has an impact on projects outcomes and create failure. Also, by employing the wrong design team, or less skilled or unqualified can
be
led
the
design
management process to carry out the wrong culture between the project's stakeholders. The impact of that wrong culture
will
always
have
negative
influences on the company reputation and its relations with the industry. In
order
for
thinking, to generate a good relationship during the design process.
Aim and objectives
This report will solve the major design management issues that have affected team performance and causes problems in the design teams which is the design culture. More importantly the design management
The previous report has discussed and
designers
improvement, hand in hand with design
the
proposed
design
management model to solve the issues between design teams. The proposed
model
proposal
is
expected to help the design manager to invest in the design team culture to improve the organisation culture and its performance,
and
the
expected
outcome will lead to successful design culture that inspires to create design innovation. A culture that have great values and outcomes and partnerships in the construction industry.
CREATE CULTURE Design Culture definition
“A HEALTHY DESIGN CULTURE VALUES COURSE-
“DESIGN CULTURE IS ABOUT REDISCOVERING THE
CORRECTION MORE THAN CONSTANTLY PLAYING IT SAFE.” (KOSCHEI, 2016)
HUMAN SIDE OF BUSINESS.” (KOSCHEI, 2016)
ORGANISATIONAL CULTURE
“Design culture” is rarely understood term where, it seems like every company claims to embrace it, but few even understand what it is (Koschei, 2016). Design culture has different explanations
The term “organisational culture” involves the
personality
of
the
construction
organisation and how it functions and experience itself, including the following components:
for different organisations, each depends on what sort of environment want the workspace to be like.
“EVERYONE IN AN ORGANIZATION SHOULD FEEL EMPOWERED TO PARTICIPATE IN THE DESIGN PROCESS.” (KOSCHEI, 2016) Design is not just for designers, design is a
Figure 1 1 created by the author
1- Values: what a company dose, its mission, and how it represents itself 2- Assumptions: the approach, often unconscious, what designers think of
strategic thinking. A design culture is everyone in the organisation should be integrated with the participants in the design
process,
and
apply
the company thought and action 3- Objectives: representation
design
design,
thinking.
designers usually drive their thoughts and ideas by the way they see the world, influences
in
design
company its
proposed technology,
innovative projects, and architecture (Haworth, 2017).
Design in itself; is a very personal process,
what
the
them
and
what
motivates them to produce a certain design. (SEE APPENDIX)
Culture
creates
commitment
that
permeates every aspect of the company and
often
influences
management,
productivity, reputation and design team attraction and retention. No matter how big the company is where the best
strategic concept never works in isolation
And it is critical and in some cases might
between
and
have subcultures, so understanding and
stakeholders, especially when it deals
identifying the differences of each profile
with conflicts designs and complex
controls the challenge from success to
projects. For example, AECOM as built
failure. (Haworth, 2017)
the
environment
design
team
developer
has
the
commitment to improve the quality of life
Collaborative Culture
as a culture of the company which is
It’s when the company spots on long-
process driven and led the company to
term development, building teams and
grow
creates
a
competition
with
its
own
individual culture.
surrounded
Yet, a company that does not create its own culture is like, a person without identity. In order to create a cultural profile,
it
is
healthy
critical
to
put
values,
assumptions and objects into account as basics principles to model effective organisational guide that could provide
work
with
environment
flexibility,
people
involvement and sensitivity for making. (Haworth, 2017)
Creative Culture It’s when the company focuses on creating things first by defining itself with a high level of experimentation and
a structure and valuable tool.
indivisibly. (Haworth, 2017)
The Competing Values Framework™
Controlled Culture
theory was developed by research
stability and control. (Haworth, 2017)
conducted
Competitive Culture
The Competing Values Framework is a on
major
effective
organisations. Companies always have central culture designed to inspire its people and reflect its vision to meet the client expectation.
It’s when the company focuses on doing things by procedure requirement of
It’s when the company focus on produce things fast on competitions and focus on results. (Haworth, 2017)
Figure 2 The Competing Values Framework (Haworth, 2017)
Workspace design
In order to, design a subculture always
and also individual spaces effectively
structure it. Designing a culture it hardly
In order to form a common workspaces based
on
The
Competing
Value
Framework, architecture and design work hand in hand with culture. A critical mixing helps to build a foundation to create culture, values with behaviour drive people to lead the company to
requires a design manager to design and relays on design thinking as well as leadership forgetting
management the
architecture
without and
construction background with a space of individuality to allow a specific type of culture to be applied.
achieve its goals.
Subculture from main culture The
overall
organisation
the
culture
is
important as a baseline where it values the company. However, overcharging a pure culture is not always successful in design
workspaces.
In
design
organisations, the overall culture adds levels of complexity and difficulties on the design manager to manage the design teams which, in some stages of the design process needs to adapt a specific environment
of
communication.
Moreover, over using a type of style could directly influence the design team and effects achieving their goal and functionality. Thus, a subculture is the perfect choice from the control of the company which it splits from the main culture of the company without full independence. However, the subculture can pay the main culture back when it get the final product successfully.
Figure 3 Workspace design (Haworth, 2017)
TEAM BY
“THE STORY OF INNOVATION
o
Hire the right people: Constructing the team is critical stage where it links to
Figure 4 Source: Gsuite.google.com
LEADING THE THROUGH INNOVATION CULTURE
hiring the right people in first
place.
Employ
design team should be based on the crowd” Google strategy (Google,
ALWAYS BEEN A SMALL
n.d).
TEAM OF PEOPLE WHO HAVE
o
The Design Manager or the Human Recourse department encourage
A NEW IDEA, TYPICALLY NOT
the current employees to refer other
UNDERSTOOD BY PEOPLE
qualified designers in their circles and relations to get them hired.
AROUND THEM AND THEIR o
EXECUTIVES.”
Look up for designers who are great in lots of things, love challenges and
—ERIC SCHMIDT,
welcome
change.
When
take a place in four different assess areas:
Improve company performance
o
Role-related knowledge
o
Designers live inside the company’s
Leadership
o
culture, hands in hand with value and
General problem solving
o
Personality
assumption and objectives. In order to create an environment that motivates
“WE HIRE FOR CAPABILITY
people and allowing them to innovate, work
AND LEARNING ABILITY
efficiently;
Workspace strategy and design thinking,
BEFORE WE HIRE FOR
as well as architecture, are important
EXPERTISE.” —LASZLO
opportunities to effect efficiency and collaboration,
to
get
the
BOCK, SENIOR VICE
designers
PRESIDENT, PEOPLE
engage within teams and get the best of their
minds
by
setting
a
high-
OPERATIONS
performance standard.
Team structure
The structure can make or break the design team if it did not get right and based on role and responsibilities to success.
the
applicant tick boxes, the interviewee
CHAIRMAN, GOOGLE
and
the
developed hiring process “wisdom of
HAS NOT CHANGED. IT HAS
collaborate
the
o
Design directors: select the expertise; who know how to do things easily and efficiently. Good directors who never take credits of the final results of the project personally.
o o
Senior designers: who are qualified and
The 70/20/10 model supports a culture of
understands why their designs work.
“yes” rather than “no”, also, it promotes
Junior designers: who are qualified but
“what-if,” out-of-the-box thinking. The
less skilled to sell their design.
model feeds the core of design with innovative ideas and big dreams in
Design reviews
relation
It is essential for the design teams to develop
a
successful
solid
innovations
reviews. The right design review process
Improve
10x:
o
o
up
core
business
Look for ideas everywhere: great ideas
Improved
productivity:
always
use
timelines and productivity software. A
into alliance along the design 10x turn
70%
provide problem solving innovation.
the developments. If taking sustainability will
into
long as it creates improvement and
n.d). The goal focuses on rethinking and
it
that
relies on every simple solution matters as
anything 10x rather than 10% (Google,
improvement,
model
could be found everywhere. It can be
rule, improve
examine the ideas and the design along
10x
baseline (Google, n.d).
must be created from the embedded
o
the
mentioned earlier to turn unrelated 10%
design
team culture allied with the design need.
with
creative teams continually introduce
into
productive tools and solutions to keep
innovation development that benefits
their colleges in line along the project
the environment, the economy and the
progression by Introducing productivity
people.
tools such as Google drive, Evernote, Pocket, etc. o
Valuable meetings: getting the design team together to talk is significant. Building a sense of community inside the team is something big during discussions
Figure 5 Source: Gsuite.google.com
o
and meetings which, always turn up with
70/20/10 model (Google, n.d) 70% of the design ideas are
valuable outcomes. o
Stronger communication skills: in order to
dedicated to the core of
develop good communications during
the project
the design development it is important to build an effective presentation skills. Good communication is necessary as a
20% of the design ideas are
designer. Having an online subscription
related to the core of the
on Lynda.com keeps the team up to
project
date on software’s to improve skills on the go. o
Better work: to improve the quality of
10% of the design ideas are
work it is impotent to progress schedules
unrelated to the project
regularly during the design stages and reflective
reviews
after
meetings.
Everyone gets a turn: every team have a
unwanted manner of typing with its
chatty designer. Giving everyone the
implications.
chance to say about the design, this is will inspire
o
innovation.
And
getting
o
the
Feedback state: people tend to bend the rules to
reviews seriously always develop designs
discussing feedbacks can get unwanted
and also avoid errors of lack of attention.
reactions
Launch,
any
between the team. Professionalism and
n.d)
the
realistic builds open to feedback.
present
the
then
keep
listening:
feedback
helps,
(Google,
approach
simply is to
clashes
seriously after each launch. Listening to
DISAGREEMENT OVER A CREATIVE IDEA IS NOT THE SAME AS A PERSONAL
acknowledge wide perspective around subjects.
ATTACK" (OAKLY, 2016)
Cover all the things briefly: design reviews usually run to overtime. Setting the
o
presentations order and time, is a time
Focus on clients, not the competition: clients first then everything else will follow.
saving, by setting a specific time for each
It is a great investment in building a loyal
person.
base of clients who loves what the company do.
Tools of communication
Sharing design
Communication is key. Designers always
proud of what they produce but, they collaborate to get the final product right. Build in focus: when the team have a great culture, they might talk and communicate
too
much
which
it
become required to control. Create focus periods and silence area to ensure productivity tool that can fit everyone respectively. Communication language: face-to-face conversations still cannot replacements between people. However, today it is required at the most of the time for teams to communicate with email or chatting applications
or
even
social
media.
Setting a proper rule of communication language
is
important
to
avoid
assets
and
Figure 6 Source: Gsuite.google.com
need to talk, share, link ideas and
o
personality
“THE BEST IDEA WINS - A
valuable, it is a great chance to
o
and
product and listen and get feedback people’s points of view is something so
o
their liking. Sometimes
o
Share everything you can: (Google, n.d) Information collaboration is fundamental in building industry to share information all along the design process. Setting sharing points and developing systems such as central Dropbox storage, Autodesk 360 etc.
always
comes
coordinated projects.
with
great
o
Use data, not opinions:
“A COMPANY’S VALUES ARE
Data usually beats opinions. At the
THE CORE OF ITS CULTURE”
design stages and with BIM where
(COLEMAN, 2013).
generates great information around the design.
The
formulated
decision
upon
data
should rather
be than
depending on personal opinions.
Innovation Culture driven business models
Figure 7 Source: Gsuite.google.com
Think Different! (Apple)
Apple, is a company how is significantly invested
in
design
created
an
innovation
effective
culture
and that
extended to touch mostly every user in
DESIGN CULTURE THROUGH INNOVATION
their
outcome
products.
Innovation
made apple the number 1 company in the world innovative business model, design
driven,
brand
focused
and
consumer value surrounded.
The culture of Innovation requires a need to
set
collaborative
community,
to
engage and build trusted connection that achieve targeted goals through design innovation. Also, would allow the company to experiment more, test and
"INNOVATION DISTINGUISHES BETWEEN A LEADER AND A FOLLOWER."—STEVE JOBS
prototype new ideas across structured
“INNOVATION…IT’S NOT
process through innovation workspaces.
ABOUT MONEY. IT’S ABOUT
Although, the selection criteria should be based on adaptable risks calculation model where open to risks associated innovation (LOCKWOOD, 2012). The
successful
innovation
generates
client value through new products and services that increase market growth. The successful implementation of new ideas which is important to drive economic growth (LOCKWOOD, 2012).
THE PEOPLE YOU HAVE, HOW YOU’RE LED, AND HOW MUCH YOU GET IT.”— STEVE JOBS "INNOVATION IS SO DEEPLY EMBEDDED IN APPLE'S CULTURE…IT'S THE
A design manager who succeeded to
STRONGEST EVER. IT'S IN THE
develop a successful culture is making
DNA OF THE COMPANY.” —
great values to the company in the first place.
TIM COOK
Do the right thing! (Google)
Model simple illustration
Google also have a great innovation strategy to be learned from. Google lead its teams by the company’s culture and innovation, and they inspired their slogan from:
“YOU HAVE TO HAVE THE CULTURE…AND YOU NEED TO GET IT RIGHT” ERIC SCHMIDT SAID.
Figure 8 The organisational culture development (Created by the auther)
CONCLUSION In order to solve problems in teams and led effectively to great values and next to innovation. Firstly, it is important to take design thinking into account to create a culture that help the company to grow around it. Also, objectives, assumptions and values are rules of thumbs with the assistant from The Competing Values Framework, which is definitely will boost the
company
performance
and
workspace. Secondly, plant an effective innovation principals inside the team spirit, in other terms, invest in people to drive the company which, people are the most valuable investment ever. Innovation is the engine that drives every industry. As mentioned previously, a greater culture starts with a vision and mission statement
and
formulate
the
organisational brand around it. An
Effective
company
brand
and
reputation is a valuable output of successful culture, designs and services which definitely generate revenue. A creative
design
manager
leads
by
design thinking that generates creative ideas
to
fill
the
gap
between
understanding a problem to solve it.
“THINK DIFFERENT!” “DO THE RIGHT THING!”
REFERENCES AND BIBLIOGRAPHY Behind The Hustle (2012). Develop A Design Culture. [online] Behind The Hustle. Available at: http://behindthehustle.com/2012/04/develop-a-design-culture/ [Accessed 16 Apr. 2017]. Coleman, J. (2013). Six Components of a Great Corporate Culture. [online] Harvard Business Review. Available at: https://hbr.org/2013/05/six-components-of-culture [Accessed 1 May 2017]. Dam, R. and Siang, T. (2017). Design Thinking: Select the Right Team Members and Start Facilitating. [online] The Interaction Design Foundation. Available at: https://www.interaction-design.org/literature/article/design-thinking-select-the-rightteam-members-and-start-facilitating [Accessed 16 Apr. 2017]. DMI (2012). Leading Innovation Through Design. 1st ed. [ebook] Boston: Design Management Institute, p.xiv. Available at: http://c.ymcdn.com/sites/dmi.siteym.com/resource/resmgr/Files/AC12Proceedings.pdf [Accessed 5 Apr. 2017]. Gsuite.google.com. (n.d.). Creating a Culture of Innovation - Google Apps for Work. [online] Available at: https://gsuite.google.com/learnmore/creating_a_culture_of_innovation.html [Accessed 16 Apr. 2017]. Haworth (2017). How to Create a Successful Organizational Culture: Build It—Literally. 1st ed. [ebook] http://www.haworth.com. Available at: http://media.haworth.com/asset/55249/How%20to%20Create%20a%20Successful%20Or ganizational%20Culture.pdf [Accessed 13 Apr. 2017]. Jordan, B. (2017). How to design your design team - InVision Blog. [online] InVision Blog. Available at: https://www.invisionapp.com/blog/how-to-design-your-design-team/ [Accessed 1 May 2017]. Koschei, J. (2016). What exactly is a design culture? - InVision Blog. [online] InVision Blog. Available at: http://blog.invisionapp.com/what-is-a-design-culture/ [Accessed 14 Apr. 2017]. Kotelnikov, V. (n.d.). APPLE's INNOVATION STRATEGIES. Innovation Management Best Practives: Apple's Innovative Business Models, New Product Design Process, Innovation Culture, Steve Jobs, Apple Computers. [online] Innovarsity.com. Available at: http://www.innovarsity.com/coach/bp_innovation_strategies_apple.html [Accessed 16 Apr. 2017]. LOCKWOOD, J., SMITH, M. and McARA-McWILLIAM, I. (2012). CREATING A CULTURE OF INNOVATION THROUGH DESIG. [online] Available at: https://core.ac.uk/download/pdf/11341305.pdf [Accessed 14 Apr. 2017].
Oakley, J. (2016). How to create a Design Culture | Brightec, Brighton, UK. [online] Brightec.co.uk. Available at: http://www.brightec.co.uk/ideas/how-create-designculture [Accessed 1 May 2017].
APPENDIX
Figure 9 (Dam and Siang, 2017)