Leading design through innovation design model report

Page 1


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:

Google

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)


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