WorkingTittleDesign.com - Process Book by Yahayra Rosario-Cora

v720 PROCESS BOOK

INDEX

Introduction

iii

Project Timeline

Research Knowledge sharing History of publishing Digital publishing Existing design management definitions Existing networks, schools, firms

Project Concept

Airplane:: Presentation I

v720 Next Steps

Thinking models What is design

Simple Advocacy Network Advance Agenda

Psychology:: Network Timeline Framing the Business Plan Network Recommendations Content Gathering

Contacts

Network Components Leadership

prototyping

Digital ethnography – roll this into research design

Project Brief The Brief Business Plan I Business Plan 2

management to us?

How should it work as a publication?

Visualization of the brief

Founders

105

Concept Verification

Our Sources

113

To be continued

117

Half-way point: video storyboard

“PROCESS TO CREATE AN ADVOCACY NETWORK FOR US...”

INTRODUCTION

PROJECT TIMELINE

RESEARCH :: FRAMING THE PROJECT

PROJECT CONCEPT

ii AIRPLANE

SIMPLE ADVOCACY NETWORK FOR “US”

v720 :: NEXT STEPS

THINKING MODELS

THE BRIEF

HALF WAY POINT

FOUNDERS

OUR SOURCES

v720 :: TO BE CONTINUED

INTRODUCTION DESIGN INNOVATION DEVELOPMENT AND MARKETING STRATEGIES :: DMGT-783 = v720 “May you live in interesting times.” It is an ancient salutation or proverb, of sorts, that is at once both a blessing and a curse.Yet without much reflection, it aptly describes the world in which we now live.

iii

“May you live in interesting times.”

It is against this backdrop that the DMGT 720: Design Innovations and Marketing Strategies course assignment was set. We were asked to develop new business entities for the publishing industry, focusing on Design Management publications. The process employed by Professor Verena Paepcke-Hjeltness’s section was, to borrow the term, interesting. Soon it became clear, that the original problem was only a small portion of the larger picture.Therefore, the project had to be reframed and attention was refocused on defining a message for Design Management through three broad approaches: Network, Content Generation and Platform.

Moreover, it appears that we will continue to live in interesting times. Humanity is now able to achieve progress that boarders on the miraculous, to communicate vast amounts of information over long distances in seconds, and to achieve in ways unimaginable just a generation ago. At the same time, technology coupled with the usual suspects of economics and political agendas have created complexities from which new and bigger problems - wicked problems - begin to surface. Being the curious creatures that we are, human beings, espe- Building on our commitment to collaboration, it cially designers, look for ways to solve them. seemed that those engaged in Design Management have the opportunity and responsibility to refine Recently both business and society have awakened our discipline’s self representation. Because it to the potential design has to offer in our interest- is emerging, we believe that practitioners and ing times. New design disciplines such as Design academics have the opportunity to influence the Management are emerging and gaining momen- trajectory of the field now. Our community is tum precisely because of their ability to overcome already connected to the central idea that design challenges through a dynamic, creative process. thinking has much to offer the world. It is now If necessity is the mother of invention, then per- time to better connect with one another and haps design is it’s father. Rising interest in design create a trusted community network. thinking has both industry professionals and educators searching for ways to promote these new Furthermore, design processes create enormous fields and prepare for the demands the market will amounts of data. Most of it is collected, analyzed, make. Unfortunately, to this day Design Manage- synthesized then handed to a client in the form of ment has not crafted an agreed upon message, no a final design. But the knowledge gained from the clear definition, no unified representation or effec- process itself has immeasurable value. We believe tive platform to share and source knowledge with that this knowledge, regardless of medium, needs a a broad audience. platform so it can be curated and shared.

The following pages show our process of designing a way to connect Network, Content Generation and Platform. We offer workingtitledesign.com as our solution and invite you to be a part of it. We are all better for your participation and we hope that together we can navigate these interesting times.

http:www.workingtitledesign.com

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http:www.workingtitledesign.com

PROJECT TIMELINE _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

PROJECT TIMELINE

v720 JOURNEY

01/05

Course Overview & Project Introduction

The project timeline outlines our target milestones. The orange text shows Verenaâ&#x20AC;&#x2122;s projected timeline from our syllabus and the gray text shows the direction our project actually took us.

[Press Printing & WEB to share knowledge]

01/10

01/12

Research 2: Understanding Design Management [definition, values, theories, concepts, and journey]

Pin up development project [outline, define phases,gantt chart]

DMGT-720 / Project Timeline

01/19

01/17

Presentation to Professor Fee

Research 1: Understanding how subjects share knowledge & value through history

In class whiteboard discussion

01/14

01/26

01/31

02/02

Defining and reframing Business Canvas / Business Plan / Brief / Objectives / Opportunites / Need of the network / What the network could be? / Creating a marketing plan / Project Scope

Discuss Project Brief Airplane analogy & graphic Creation of Canvas Defining Business Model

01/24

The Brief & examples In class whiteboard discussion

Creation of project brief [On work] Best DMGT Defining the plan for network implemntation Framing the problem Looking & defining opportunities What is competition? Concept definition

DMGT-720 / Syllabus Timeline

The value proposition Review; gantt charts; schedule of task & deliverables

Milestone I [Present framing the project, immersion, understand, research]

In class Exercise; work on Phase I

In class Project Brief

Discuss the 4 orther of design / DMGT emergent definitions / Framing the need of the DMGT Milestone 2 [Present synthesis Network / Framing of Phase I; opportunities for network components business model concepts, project / Review the class journey brief outline]

Projectâ&#x20AC;&#x2122;s Narrative [VIDEO] Why do we need the DMGT

02/04

Reframing Business Plan Framing the Network [Components, elements & content]

Network?

Market Factors Review Concept Developments In class whiteboard discussion; Osterwalder/ Pigneus, Business Model Generation, Canvas, Patterns, Exercise, The Business Model Canvas

Preliminary Marketing Plan Concept verification In class whiteboard discussion; Best, Osterwalder/ Pigneus

In class whiteboard discussion; Osterwalder/ Pigneus In session; Concept review prototyping

In class Prototyping

http:www.workingtitledesign.com

02/07

02/09

02/14

02/16

Discussion of possible organization name / network components, discourse, orchestration and navigation

02/21

Framing user profile New agenda [Do research to validate the proposal for DMGT Network] Follow up to Network components & systematization

Milestone 3, Pin up; Business Model Concepts A,B, C, Q Project Brief draft 1 Review and mid-course correction plan

In Class Whiteboard discussion: Lockwood, Design Thinking, Chapters 9-11 Review: gantt charts. Milestone 3.1: Structured Critique Concept refinement Design for production

In Class Whiteboard discussion: Lockwood, Design Thinking 12, 13 Costs, Costs, Costs, and Margin

Prototyping and representing the business idea The Business Plan: What is it? Elements, & examples In Class: Develop final deliverables, Testing

Milestone 4, Pin up first round of testing Business Plan Draft I In Class: Develop final deliverables, Testing

02/23

02/28

Go over the Timeline for v720 journey / Pin up all research material & graphics

03/02

Roadmap Finalize the Brand Identiity / Website Outline Final day to turn in graphics for the process book

03/07

Roadmap Finalize Publication / Design & Management Outline

Engagement and Outreach Finalize proposal for conference opportunities and membership

03/09

Work finals details for FINAL PRESENTATION & HANDOUT Project Brief + Roadmap / Graphics

03/14

SP-2011 [HANDOUT]

Final Presentation Handout

Discussion of user profile & new research agenda

Role-play & verification of Business Plan Guest: Nathan Belzer In Class: Develop final deliverables Process Book Design

Review: Business Plan Draft II Final deliverables Process Book Design

Presentation preparation and storyboarding In Class: Develop final deliverables Process Book Design, Presentation

In Class: Develop final deliverables Process Book Completion Presentation

Milestone 5, Final Presentation, Business Plan, and Documentation Package

Project review and discussion Wrap up, reflections, lessons learned

_________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

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RESEARCH _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

RESEARCH FRAMING THE PROJECT Class Assignment: Developing new business entities for the publishing industry, focusing on design management publications. Our class began exploring the project through secondary research into a variety of topics related to publishing. We covered three general areas:

Innovation and Print Publishing

1. Books and media in publishing.

V720 Style Guide

Gretchen Chern January 24, 2011

COLORS

Please use the following colors for elements in your design.

TYPOGRAPHY

Headlines should be set in the typeface Hoefler Text Regular. All caps or initial caps are both acceptable. Secondar y text should be set in Gill Sans Light. Please do not set the type size below 6 pt.

HOEFLER TEXT REGULAR TRANSPARENCY

If your design uses transparency, you may use the following colors instead of the preferred colors.

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890!

GILL SANS LIGHT ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890!

Headlines may be any color. Secondar y text should be black or gray. However, secondar y text can be white or any color when inside an element, such as a circle, or if it is essential to the design.

2. The history of publishing. 3. The accumulation and sharing of knowledge. SHAPES/LINES/ARROWS

This last segment covering knowledge began a significant conversation in our process. We looked at epistemology (how we know) and different communication theories (how we transmit and receive information).

Shapes may be filled in with color or outlined with a thin stroke, no smaller than 1 pt. For best results, please use the shapes below and scale as necessar y. Illustrations and icons should be kept simple, like the examples below.

What our class discovered is that some epistemologies are inadequate. For example, traditional epistemology divides knowledge into implicit (that which is intuitive to a person) and explicit (that which can be codified and shared). But John Dewey and the American Pragmatists argued that there is a difference between knowledge and knowing. Someone can tell you how to ride a bicycle (knowledge), but you only KNOW how to ride a bicycle by riding a bicycle.

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HEY!!! WE NEED TO SHARE OUR KNOWLEDGE _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

RESEARCH FRAMING THE PROJECT

info with context

simple

at least 2: comparison

multiple points

some models include this intermediate step

story “knee to knee”

seems to require special revelation

requires experience

some models include this Þnal step

(u) W (e) isd g)

) nt

me en

in nd sta

t gh nli

nd (u

led ow Kn

on ati

Our conclusion is that there is an enormous gap within the discipline of Design Management related to knowledge-sourcing. How can the work of Design Managers be accumulated, curated, and shared? We gravitated to two words: content and network. What our discipline needs, we reasoned, was a way to generate content relevant to a broad range of people engaged in Design Management. And, we needed a way to share it with one another. These two desires became the genesis of our project.

Second, much of the knowledge base rests with people. As students and faculty progress in a class, experience and knowledge is gained. What happens when students graduate and go on to other things? The knowledge lost is incalculable.

shows relationship between data

no census on the role of understanding more than knowledge, but less than wisdom

symbols numbers smallest segments

complexity

brief training report description

o Inf

These thoughts were pivotal and two critical ideas began to crystallize in relation to our assignment. First, we saw a need for sharing knowledge in real-time. The SCAD Design Management program alone produces massive volumes of data, information, and knowledge about a wide variety of topics. What happens to it? How is it being captured? What about other, similar programs?

communication

charts graphs infographics

This and other sources helped us realize that knowledge is dynamic, happening in real time. It does not require paper and ink for transmission (In fact, one source even suggested that once knowledge is written down, it ceases to be knowledge. It is data once again.) For Design Management, knowledge is most useful when freed from the page.

principles

connections patterns

predictable & reliable patterns

http:www.workingtitledesign.com Saturday, January 29, 2011

Yahayra Rosario-Cora January 17, 2011

Knowledge + Diffusion of Knowledge Timeline & General Aspects 5

[Primitive civilization - IX]

The access of knowledge was a priviledge for small groups of people which had religious and political power.

[Mid XIX - Mid XX]

All social stratas were able to access knowledge. The public libraries were created to let the community access the knowledge.

People in a power position controled the access of knowledge. Additionally, people in a power position controled what kind of information the population needed to know, and filtered the concept or ideas to the community based in their religious or political ideology.

[V-X]

Pro

4 Transformation of meaning and/or quality of paper [economy vs environment] Idea gather information with community of practice Transformation of how gather information [medium vs artifact]

ode owledge n ion of kn Expans ing press n of print creatio

[XI -XIII]

Democratization of how access knowledege depends on the cultural context [Wealthy Countries vs Developed Countries]

During the Cruzades the monasteries were invaded which let other people not related to community leaders access the books.

f no atio ed l t er ess ra acc no ps o i u t gro rup n i Dis a t cer ge howowled kn

Process of EXPANSION of the node

lo w

Tacit

Explicit

What?

How?

of iso lation

Physical Aspect: To acquire or share knowlege is necessary physical presence

info rmation and

Teaching resources: text, multimedia

counseling

re rp inte

GLOBAL

Virtual Aspect: To acquire or share knowlege does not necessary have physical presence, impersonal

TODAY > WEB = Alteration of community of practice

Guttemberg created the machine for press printing. Also, emerged a new social class in the community. The access to knowledge was a priviledge for the group that had the power of acquisition.

KNOWLEDGE SHARING

Yahayra Rosario-Cora January 17, 2011

Knowledge + Diffusion of Knowledge

School & Departamental Documents

EXPLICIT Implementing activities

How to share

Software Hardware ICT for SHARING EXPLICIT & TACIT KNOWLEDGE

Students records

Personal tools

General Aspects Who?

How?

TODAY :: Crisis of “GOOD” KNOWLEDGE

UNIVERSAL

Knowledge

How?

What? lo w

Explicit

tio n

Tacit

info rmation and

rp inte

GLOBAL

Physical Aspect: To acquire or share knowlege is necessary physical presence

Use of universal spectrum to validate information found in the global spectrum

Common use of both systems to get information and share knowledge

Virtual Aspect: To acquire or share knowlege does not necessary have a physical presence, impersonal

Rapid production and diffusion of data/ information promotes the idea that knowledge is obsolete

NETWORKS Interactive way of access WHO HAS ACCESS TO POST information INFORMATION

Enables KS Process To collaborate

Communication

Independent of time & space with IT: face-to-face

Traditional BOOKS way of access PROFESSIONALS information ACADEMY

Content Management

WebSAMS

When?

Knowledge Sharing in School Context graph was created by ICT in education [The Corner. org] @ TK Chung, 2005 Categorization, linking, indexing, retrieval, etc...

Web server ftp, NAS, file storage [text & multimedia]

Assestment data

What?

Why?

INTRANET / PORTAL / EXTRANET

e-Learning

TACIT

“Best teaching practices”

Crisis of knowledge ____ Which source with data or information can I trust to fulfill my KNOWLEDGE?

[XIV-Early XIX]

Yahayra Rosario-Cora February 8, 2011

Knowledge Sharing in School Context

Knowledge

5 Process of DISRUPTION

cess

UNIVERSAL

access

Multiple books were took away from the communities and inserted in monasteries. Monks were the only ones ables to access the books which contained the information to fulfill knowledge.

FILTER

Democratizati on o f

Process of EXCLUSION + ISOLATION

Choose information to b e with a community

Process of DEMOCRATIZATION + TECHNOLOGY [Late XX - XXI +] All social stratas are able to access knowledge. New technologies are developed to let the community access the knowledge. Here the knowledge cross territorial boundaries, which means is global. However, the democratization of knowledge depends on the cultural contex. Some communities don’t have the priviledge to access technological system which restrict their capacity to get information or education. There exist a knowledge gap between wealthy countries and developed countries.

Another condition was slow process to recreate data/information

Process of DEMOCRATIZATION

tio n

Process of EXCLUSION

Rational advantage

Between staff: between mangement & staff: between staff & students

Collaboration

Depends on

Appropiate organizational culture; leadership

e-mail, mailing list, instant messaging

Discussion forum, chatroom, video conferencing

Application suites e.g. MS Office & Outlook

Reference;

Platforms that democratize access to information = Idea of promoting and diffusing innovation

GROUPWARE

http://www.thecorner.org/ict/maps/imagepages/image6.html

Alteration of community of practice Simulation of sensory aspect of have and hold a book [New Technologies] Reinterpretation of emotions / human sensory system

- Self education - Interaction - cross boundaries - cross disciplines - Idea of NEW = Obsolecence of product - Knowledge pass to be fast pase which means rapid discoveries and gathering of the information change quikly. Knowledge could be see as obsolete.

Expectation + Experimentation

LE TAB US R T

FILTER TO

FUL F

GE ED L W ILL KNO

Receive plug exchange....

Sense of ownership / reinvention of sense of community

D NEE

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RESEARCH FRAMING THE PROJECT

http:www.workingtitledesign.com

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PROJECT CONCEPT _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

PROJECT CONCEPT INNOVATION & PRINTING PUBLISHING + DESIGN MANAGEMENT

Process of defining knowledge sharing & Design Management.

Several weeks of digital ethnography provided sources for discussion and influenced our thoughts on knowledge sharing; but a true understanding of Design Management still eluded us, and it seemed that the internet couldn’t offer any substance on the subject either. The true revelation arrived when we began to examine the transition of data from information to knowledge. It became clear that knowledge had to exist in real-time without medium restriction. The term that emerged for this phenomenon was coined as “knowledge sourcing”. We defined knowledge sourcing as the hybrid of network and wiki. Therefore, our ultimate solution would become a Design Management tool for knowledge sourcing and function by networking practitioners and providing them with user-generated, expert content.

ARTIFACTS FOR KNOWLEDGE SHARING AND DESIGN

http:www.workingtitledesign.com

Designing Meaning through a Process

What is

Giselle - DMGT 720 January 31, 2011

What could be

PARADIGM SHIFT

Description

Normative

Prescription

IMPOSSIBILITIES

POSSIBLE

ACTION (TBDone) Em pa th y

tic ipa tio An

io pt ce Pe r

SOLUTIONS

Ex th pre ro ss ug io h n D es ign

OPPORTUNITY

PROBLEMS

NEED

APPRECIATION

INFORMATION

INSIGHT

IDEAS

ORDINARY

EXCEPTIONAL

REDEFINED Phases to define, may not all be completed at the same time

1 oncept

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PROJECT CONCEPT DEFINING DESIGN MANAGEMENT :: NETWORK

oncept

To frame the project concept we developed some models on the whiteboard.

http:www.workingtitledesign.com

Early Definition Project EARLY DEFINITION OF THE PROJECT of SCOPE

INNOVATE ESTABLISH CREATE STRATEGIZE FOSTER

Scope

SITE REPOSITORY PORTFOLIO BEST PRACTICES HEURISTICS CONFERENCE

EFFECTIVE PROLIFIC OMNIPOTENT AUTHORITATIVE EXPANSIVE

Develop elements of a successful Design Management advocacy network.

What is DMGT? How do we define this field?

COMMUNITY ASSOCIATION AFFILIATION NATION SOCIETY INSTITUTE

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PROJECT CONCEPT DESIGN MANAGEMENT ADVOCACY NETWORK

oncept

Project Objective OBJECTIVE Clarify message of Design Management

Construction of Design Management Network

Content Generation

WHY? Why do we need a clarified

Tommy, Becca, Davis February 8, 2010

HOW?

WHAT?

message?

How can we clarify the message?

What is the clarified message?

As a developing field it is critical to brand Design Management and establish its worthiness in the professional world

Examples - Case Studies - Research - Visuals [Infographics] - Portfolios

TO BE DISCUSSED BY CLASS

Construction of Design Management Network

How do we create a Design Management network?

What is the network?

- For Collaboration - Exchange of ideas - Eliminate redundancy of DMGT published materials - Bring existing information to light - Advocay

- Connecting existing informal networks [to formalize] - Making networks visible and accessible

Platform A web-based network for sourting knowledge through various other channels

Why do we need to generate content?

How do we generate content?

What is the content/

- To attribute meaning - Contribute to DMGT - Curation [no dumping] - Track evolution of DMGT - Diffusion of information methods [printed, video, audio, etc...]

[Short Term? Long Term?] Promote content generation through questioning [forums] find and publish relevant order material

FUTURE The network provides opportunities for up and coming design management practicioners to connect with a large group of peers and converse about the topics thet interest them. Academic professionals also have a source of project inspiration as well as means for connecting students with the professional world.

Exixting Material Even some seemingly dated material is relevant today Future Will grow and change as topics of interest come to and fall out of fashion

http:www.workingtitledesign.com

WHY CREATE A NETWORK FOR DESIGN MANAGEMENT?

NETWORK

“To exhibit and enable Design Management in motion (through transparency)...” “To foster content that is relevant because it exists, that promotes its own literacy, and advocates the application of our discipline...”

To select out of a universe of what could matter towards what should matter

“To set perimeters and state a definition...”

“To establish ourselves as a trusted authority and resource...”

“To make the field approachable and relevant in order to create market value...” “To create a network that is open and inclusive by utilizing social and experimental principles, in addition to procedural solutions...”

To achieve this by providing free sources of information and interaction, which is the new standard for published work

To deliver a database of content and interactions, which is situational and continuously evolving alongside the market

“To define DMGT theory, DMGT players, and DMGT practice in an open forum...” _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

PROJECT CONCEPT UNDERSTANDING COMPETITORS

oncept

Project Opportunities For the growth and development of the discipline

Promote divergent thinking

To clarify the assumptions about Design Management

Drive the way of interst thinking

OPPORTUNITIES

A large, well connected network provides chance for researchers to collaborate

Information sharing about current projects and past work

To establish its role in the design world

Support the community and the industry

FINDING & DEFINING OPPORTUNITIES MAIN IDEAS

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A E I O U T*

of competition and aspirant peer websites

Action News

Engagements

Environment Events

Interaction

About Us

Discussion/Forum

Conference/Connection

Education/Mentor

Network

23 Objects

Users

Publication

Newsletter

Journal

Database

Resources

Galleries

Members

Media Chapters

Twitter

Facebook

RSS

Blog

Other Social Media

5 oncept

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AIRPLANE _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

AIRPLANE PRESENTATION I :: Bobâ&#x20AC;&#x2122;s Class

Brief Main Ideas

Having spent the first few weeks discussing the history of publishing and its progress, it was time to synthesize our thoughts around tangible concept models. The first presentation allowed the class to crystalize these salient points in a conversation about knowledge sharing and how it pertained to the realms of Design Management. Collectively, several ideas were addressed for proceeding. First, it was decided that the knowledge pertaining to Design Management should primarily serve its audience of practitioners. Following this, the world of commerce is recognized as a purveyors of design. So the network should consider their needs and then reinforce Design Management as a valuable asset for success. Finally, to contribute to network evolution, it was decided that the network should identify and attract aspirant peers. This would ensure growth of the profession by heralding its praxis and refining a vision for the future. Overall, we concluded that the network itself would act as a metaphorical airport. Traffic would stop momentarily at our hub on daily internet jaunts, and then collect ideas before moving on. Launching the network itself would be similar to a plane taking flight. The notion of facilitating movement amongst Design Managers would continue to shape our discourse throughout the quarter.

Airplane Model For Business Plan

GATE v720 YOUR AIRPLANE IS DEPARTING

Taxing: The message Understanding DMGT by promoting practitioners, peers & beneficiaries of DMGT

Take off: Publication For now the publication is a blog to start a conversation about the message and will be a collection method for existing content.

Cruising altitude: Knowledge sharing Secondary goal of the network - to connect people of like minds.

Tommie Fullmer

Steady as she goes: Content generating network - linked minds share ideas and create new content.

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BUSINESS CANVAS

FIRST VIEW

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v720 NEXT STEPS _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

v720 NEXT STEPS FRAMING SCOPE & DELIVERABLES

Scope

Network Components

Identify

DMGT Academia DMGT Professionals

Components

Network mediums (website, platform, print and digital publications, papers, competitions, conference, videos)

Industry

ELEMENTS

EXTENDED ELEMENTS Events and community building

Content

Fun and inspiration

Name

Style

Working Definition Best Practices & Heuristics Papers and demonstrations

Competitions Education

Scholarship Model Fellowship Model

Development

Grants Membership

Videos

N s -1 teps

Curation Visual Brand (including Graphics) Editorial Tone and Style

Defining Design Management

Components

Giselle, Robin,Yahayra February 14, 2010

Partner

Users, stakeholders Working Definition of Design Management (incorporation peer research)

Revenue Factor

Deliverables

Ally, Gretchen & Sarah February 2, 2010

Case Studies – from all over! Social Products

Real time Sharing

Project Brief

Roadmap

Business Plan Deliverables

Post-in-Time Sharing

• plan for network implementation • project handoff

Brand identity • visual (style guide) • values • name (domain name)

Financing Advertising Chain of command Phases Legal filings

Social Media

Publications

Combined Sharing

Conference Workshop (virtual and specific one time locations)

N s -2 teps

Online • information architecture • content management plan • wireframe • social media Publication • curation style • curation pool • content sourcing • request letters • consideration of medium • design and management • archival plan • layout • platforms for print and digital Engagement & Outreach • conference opportunities • conference analysis (COINS, etc) • conference planning • membership • chapters, newsletters, subscriptions?

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PROCESS OF DETERMINE v720 NEXT STEPS AFTER THE AIRPLANE PRESENTATION

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THINKING MODELS _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

THINKING MODELS VISUALIZING THE PARTS

XSVHXS

odels

After the first presentation we set the scope of the project and deliverables. Along with the creation of the brief, we explored visual models to help understand the value of design management.

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THINKING MODELS IDEA FOR BUSINESS MODEL

Canvas 36

It was decided that a Design Management network would be more than a social experiment. The entity needed to stand alone and therefore required parameters to ensure self-perpetuation. Rather than work from scratch to develop a plan, a business canvas was fabricated from various collected models that had already yielded success. Informed by the text Business Model Generation, this compilation was co-created by an amazing 470 practitioners from 45 countries around the world. The business model canvas accounted for both immediate actions and future necessities. It highlighted: key partners of the network, key activities for success, key resources for growth, channels of expansion, customer relationship needs, customer segments to be served, cost structure, revenue stream, and value proposition. While we identified constituents of each section, the solutions evolved as the project progressed. Re-visiting the model throughout the ten weeks helped to retain focus and reframe goals.

The Business Model Canvas

NETWORK WEBSITE

PUBLICATION CONFERENCE

Ally, Gretchwen & Sarah February 2, 2011

Brand and visual identification

Key Partners SCAD Other design schools Design professionals Design networks Web designers Network (content) Brain trust Bobâ&#x20AC;&#x2122;s 720 class

Key Activities Knowledge sourcing Platform Knowledge sourcing Advocacy Knowledge sharing Advocacy Knowledge sharing Professional networking

(All of the above) Network participants from website

Key Resources Partnerships Communication Information to share

Value Propositions

Customer Relationships

Newness Performance - DMI is inadequate Multi-layered user interface Brand/status Accessibility for DMGT and DMGT principles Public face of DMGT

Self-service knowledge share Community of practice Hub of information and connections

Platform Brand Accessibility Knowledge dissemination

Co-creation Education

Knowledge dissemination Design literacy Newness Knowledge sharing performance Promotes DMGT community Increases DMGT brand awareness

Self-service Co-creation Community

Customer Segments DMGT schools DMGT students DMGT practitioners Design businesses Other design fields Mom & Dad Academia (All of the above) (All of the above)

Celebration of knowledge Community of practice Education

(All of the above)

Channels Website & blog Publication Social Media Conferences/events

Physical: web programmers (All of the above) Print house Financial Network Facilities Manpower

Cost Structure Non-profit status?

Pay to print Subscription (All of the above)

Revenue Streams Freemium, job posting, subscriptions membership, advertising, grants, donations, conference attendees

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V720 Possible Key Partners

Gretchen Chern February 20, 2011

Key Partners We wanted to find schools and firms that we could partner with in order to create a united voice for Design Management and possibly collaborate on future projects. We searched for schools with Design Management programs or programs in related disciplines as well as professional firms that share our same values. During our search process, we mapped out our key partners to see what areas of the world we are connected with and what regions we still need to connect with.

DESIGN STRATEGY FIRMS

ideo

bostock and pollitt

boston / chicago / india / japan / korea / london / munich / new york / palo alto / san francisco / shanghai / singapore

london

integrity

cooper san francisco

continuum boston / la / milan / seoul / shanghai

deepend sydney / melbourne / new york / rome

fitch columbus / dubai / doha / london / mumbai / phoenix / seattle / singapore

frog design amsterdam / austin / milan / munich / new york / san francisco / seattle / shanghai

kent, u.k.

SCHOOLS california college of the ar ts san francisco

case western, weatherhead cleveland

london

china central academy of fine ar ts

smar t design

beijing

20|20

new york / san francisco / barcelona

cranfield university

unboundar y

cranfield, u.k.

atlanta

delft university of technology

unic

delft, the netherlands

geneva / dubai

de montfor t university leicester, u.k.

domus academy milan

europia di design in barcelona

católica do paraná

barcelona

paraná, brazil

hong kong polytechnic university

pratt institute

hong kong

new york

illinois institue of technology

shih chien university

chicago

inholland university rotterdam, the netherlands

mip Politechnico di Milano milan

national institute of design

taipei

savannah college of ar t & design savannah

staffordshire university

university of cincinatti cincinatti

university of gothenburg gothenbug, sweden

university of kansas lawrence, kansas

university of salford manchester

stanford university d.school

university of the ar ts london

stanford

ontario college of ar t and design

boston

pontifícia universidade

birmingham, u.k.

staffordshire, u.k.

ahmedabad, india

ontario, canada

university of central england

suffolk university unitec institute of technology auckland, new zealand

london

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THINKING MODELS UNDERSTANDING THE FIELD

The 4th Order of Design DESIGN PROCESS

odels

WHAT IS DESIGN MANAGEMENT?

January 31, 2011 Sarah & Robyn

Facilitate the process as a coach

The art of design is the ability to articulate and understand the art and discipline of the design process. It offers rhythms of thought, patterning skills, the defining role of empathy, intention and value in human nature, and responsiveness to place and market.

WORD IMAGE

OBJECT

STRATEGIC DESIGN PLANNING

Evaluate Òsystemic integrationÓ and performance CULTURE SYSTEM

Systemic integration takes into consideration the role of the product in a user system, including but not limited to its materials, use, and disposal. We must evaluate systemic integration as it spans departments, authorities, organizational boundaries, time frames, and problems or opportunities as they emerge over the long view.

Discussion/conversation as a modus operandi

Design Management (as terminology)

Content

Website/Network (as physical entity)

Conversation exists as a system, like a discussion around a shared purpose. Conversation is not a funnel; it is not a system of input and output. It is circular, and it is the modus operandi of design management. Conversation exercises these three traits: I. Facilitates cross-functional groups in carefully guided explorations of their shared experience II. Identifies and clarifies emerging key themes III. Connects themes to relevant tasks and applications

Purpose Integration & System

PROFESSIONAL ROLE

(via a community)

The problems faced by the business world are ambiguous, and therefore no longer quantifiable. As such, the training of engineering, accountancy, law, and management science is not relevant preparation for the fast-changing pace of organizations and their evolving place in society.

4OD moves the people of the task to encompass connected systems and activities; to achieve integration so that the product does not operate as a fragment in the world but in useful and viable patterns.

Design embraces the realm of ambiguity, and delivers qualitative results, built from consideration of systems, integration and purpose. And really awesome deliverables.

Source: Tony Golsby-Smith, ÒFourth Order Design: A Practical Perspective,Ó Design Issues, Vol. 12, No. 1 (Spring, 1996), www.jstor.org/stable/1511742

http:www.workingtitledesign.com

Yahayra Rosario-Cora February 21, 2011

DMGT World DMGT resources to understand usersâ&#x20AC;&#x2122; context

Daily life :: Perceptions Existing Market :: Target Group Policies News [Local, National, International] Specialists :: References Psychology Sociology Politics Designers History + Historians Economy Marketing Others...

DMGT

Journey

Methodology Primary Research Secondary Research Peers Support Interdisciplinary Collaboration Others...

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THINKING MODELS UNDERSTANDING THE FIELD

odels

Common understanding of Design Management

DEFINITIONS OF DESIGN MANAGEMENT TODAY

Yahayra Rosario-Cora February 2, 2011

Understanding Design Management

Design Management + Definitions Design Management acts as an interface of management and design. In this interface represent the markets the market and customer-oriented perspective. [Wikipedia]

40 Designers New Role

Yahayra Rosario-Cora February 2, 2011

Understanding Design Management

Design + Definitions

DESIGN

NM ESIG

ANAGEMEN T

STRATEGIC PLANNING SERVICE

ORGANIZATION

To Facilitate & Create VALUE BRANDING IDENTITY

END USER

Design Management usually is understand as the bridge between design and business.

Design Management is about facilitating the shift from business thinking to design thinking. [Design Management Program offered in Savannah College of Art & Design]

Design management encompasses the ongoing processes, business decisions, and strategies that enables innovation and create effectively-designed products, services, communications, environments, and brands that enhance our quality of life and provide organizational success. [Design Management Institute] Design management is a discipline in continual motion, changing, responding and adapting to the ever-increasing dynamics of social and business transformation. Its value as a force change and thinking is growing in prominence, reaching far beyond the realm of industry and commerce, forging a strong presence within public sector institutions and non-forprofit organization. [Professor Rachel Cooper in the foreword of Vision and values in Design Management] Design Management is constant state of flux, responding the dynamics of change and social transformation, with its value and worth requiring constant reappraisal. [Professor Rachel Cooper in the foreword of Vision and values in Design Management] Design management in China has been describe as: - Providing new way of communicating to build up management system - A strategy to plan the future through design - A mechanism that intervenes organizes, mediates and structures in an increasingly more complex enterprise and economic world. Design management is the key, to merge design into line within systematizes management, and the superintended only then possibly truly transforms the commercial strategy for Chinese [or other nations] industry to carry strength effectively. [Huang, 2007 _ Chinese Bridge International_ book Vision and Values in Design management] Design Management as undefined discipline… always is changing…

Design is what links creativity and innovation. It shapes ideas to become practical and attractive proposition for users or customers. Design may be described as creativity deployed to a specific end. [Sir George Cox in Vision and values in Design Management] Design has a role to play not only in creating a successful user experience, especially in service areas such as public transport, but also by influencing user behavior in order to assist the operations and delivery of the service [Dr. Allison Prendeville in Vision and values in Design Management]

Designers

Organization Core

Socio-Cultural System External Policies

Design used to work in an isolate entity inside a company. In other words, design usually was saw as a service to fulfill certain need of and for an organization. Today design pass to compose part of the organization core, where design thinkig serves to understand micro and micro systems inside and outside an organization. Additionally, design thinking help to developt stratagies to identify, incubate and accelarate elements which drive innovation.

[…] Designers have innate skills to visualize and communicate different professional languages, interweaving this knowledge into creative fusion of innovative activity. Design is a core competence constantly challenging the worth of existing product, striving for renewed and revitalized solutions to existing problems. [Davis hang in Vision and values in Design Management]

DEFINITIONS OF DESIGN & DESIGNERS TODAY

http:www.workingtitledesign.com

Design Management Definitions integrative thinking

â&#x20AC;&#x153;In order to have a successful, long-term career in design, it is necessary to understand how and where design sits within a wider context.â&#x20AC;? - Kathryn Best

Gretchen & Becca January 31, 2011

facilitator from great idea to even greater reality systems thinking

bridge between design and business culturally relevant

entrepreneurship

communicator

enhance our quality of life perspective

lasting value

integrity

differentiator

leadership

odels

The diagram at the left lists key words or phrases used in many of the design management definitions that we came across. We grouped terms by color based on their relationships. The diagram could be used as a word database to pull from when we create our own definition.

provide organizational success

innovator socially responsive

technologically appropriate implementation

business side of design

not an event, but a process

holistic strategic framework

deliver true needs develop new business models for the future

reshape an entire brand or marketplace

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THINKING MODELS VISUALIZING DESIGN MANAGEMENT WORLD XSVHXS

odels

“There is a perception problem...”

INTANGIBLE

TANGIBLE

Process [Meaning]

Artifact Ever Changing & Growing Business

X-Disciplines

- Product - Viz Com - Building - Physical Environment

When?

Limited understanding of Design

Industrial Design Graphic Design

DESIGN Pigeon Hole

Architecture

Why?

Others Design Categories

Changing & Growing Field

DESIGN MANAGEMENT

MESSAGE

D=Logo

Why is there a perception problem?

Vehicles

Non-Profit

D=Space Planning

A.T.R.

Pigeon Hole

- Emphasis in Design Management at SCAD How?

Individual

D=Decoration

“Design” is a BIG TERM

“We define something unknow in terms that we do know”

PERCEPTION

Definition(s)

Multiple Methods

SCOPE & SCALE Influence

Intent

PROCESS OF MEANING MAKING Understanding Design Traditional Meaning

Process RESULT

Design Managers

A.T.R.

System Artifact

Design Disciplines Process

Design Management

Filter Lens Emphaty Context

- Design limited to “Aesthetics” - “Dated” perception of designers DISCONNECTION BETWEEN

Artifact

Process = Meaning

What?

Who?

Artifact

NOT next step in Design evolution, but applying Design to SCALE & SCOPE.

Natural Progression Exploration of WHAT “Design” is capable of...

MACRO META

Design Managers

A.T.R.

- “meaning” - “experience” - “emotion”

- “aesthetic” - “efficiency” - “product” - “service”

US [DMGT]

THEM

Who are we?

Who are them?

No Consensus

DMGT Rather than in terms of PROCESS

A.T.R Understand Tangible

Tommy, David,Yahayra January 26, 2011

Process to Visualize the Problem

Intangible

XSVHXS

Design Only in terms of scale - Architecture - Product - Graphic

http:www.workingtitledesign.com

odels

VISUALIZING THE PROBLEM

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THINKING MODELS VISUALIZING DESIGN MANAGEMENT WORLD

odels

Evolution of Design Management meaning and practice

XSVHXS

XSVHXS David,Yahayra Rosario-Cora January 19, 2011

Understanding DMGT: Defining the problem Traditional Business Paradigm

NETWORKING DESIGN

EXPERIMENTING

BIZ

OBSERVING QUESTIONING ASSOCIATION

IDEO & Design Thinking

DESIGN MANAGEMENT

[PRODUCT]

DESIGN

BIZ

INDEPENDENT

DISCOVER OR IDENTIFY INCUBATOR ACCELARATES

STRATEGIC ADVANTAGE

DESIGN PROCESS

Tom Peters Roger Martin Richard Buchanan Robert Fee

DMGT

ADVOCACY

DRIVING INNOVATION

DESIGN

ORGANIZATION

SALES

RESEARCH

USER

http:www.workingtitledesign.com

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THINKING MODELS VISUALIZING DESIGN MANAGEMENT WORLD

NATU

ED PRO

CULTURE

BLEM]

NAL + SOCIA

METAPHOR

[WICK

[ORGANIZATIO

GOVERNANCE

INFRASTRUCTURE

COMMERCE

odels

UNCERTAINTY

FASH IO

Yahayra Rosario-Cora February 8, 2011

Understanding DMGT

Design management could be see as an octopus which has a lot of tentacles to feed its needs, to navigate and balance its own structure. However, an octopus never looks stable and always is reframing its tentacles during its process of translation or movement.

â&#x20AC;&#x153;Design management is a discipline in continual motion, changing, responding and adapting to the ever-increasing dynamics of social and business transformation.

[Professor Rachel Cooper in the foreword of Vision and values in Design Management]

EXPERIENCE TO FULFILL KNOWLEDGE AND PERFORMANCE

BIG

PA TT

TA N

References:

Design Management program at SCAD. Class discussion. Brand, Steward. The clock of the long view.

http:www.workingtitledesign.com

Yahayra Rosario-Cora February 8, 2011

N AR Y CO RE L LA ER A BO VI L W R ATI CE O ON ER / S RL D OC C / P STA IAL O M ER N SC PAR PLEXI CE DIN A DI TY S EN P G T LE M G MA FO A IO OF ] WICK ED PROB N R C RI O T / P HE ES S T OL MA X ICY IN U AN O V CE SE R ] D IS U ED U N AL CL C E I ZE T IEN RTA HE IN T F UT U TE D Y] RE XP D RIV EC EN E T CREATION AT T I IN N IO N FY O S V /I NC ATI UB O N AT E/ AC CE LA RAT E]

Understanding DMGT

ORGANIZATION

DESIGN

DESIGN MANAGEMENT

KING NETWOR

TIONING BSERVING ASSOCIA O NING QUESTIO

EXPERIM

ENTING

PLANNING STRATEGY MANAGEMENT

What is Design Management? How Design does Management work? Why do I have to value Design Management?

TI UL

H IT S W T/ L C A D D E DU O U N ND E [PR D R N T F SA [ O NG CU N I FO O RIV I T D E EA [ D CR AN ET ME

VE CO

Design management could be see as a holistic discipline References: SCAD Desing Management Program. Class discussions Jeffrey H. Dyer, Hal B. Gregersen and Clayton M Christersen. The Innovator’s DNA: How do I find Innovative people for my organization? And how can I become more innovative my self?.Hardvard Business Review. December 2009. P. 62-69 Gina Colarelli O’Connor, Andrew Corbet, and Ron Pierantozzi. Create three distict career path for innovators. Hardvard Business Review. December 2009. P. 78-79 Brigitte Borja de Mozota. The complex system of creating value through Design: Using the Balance Scorecard model to develop a system view of design management from a substancial and financial point of view. Tim Brown. DesignThinking. Hardvard Business Review. June 2008 Graphic by Yahayra Rosario-Cora

odels 47

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THINKING MODELS v720 APPLYING MEANING TO DESIGN MANAGEMENT

odels

Process of defining Deisgn Management for ourselves...

UNDERSTABDING THE PROCESS:

XSVHXS

We developed our definition of design management in 3 sequential phases. Phase 1:Visual Definition Key words drawn from personal opinions and well-liked existing definitions were emphasized and visualized using a word cloud. The larger the word the more common or popular it was among the design management articulations. Phase 2: Static Definition Our expression of Design Management defines it as being “indefinable.” “Design management is an ever changing and ever adapting discipline. It is in continual motion, constantly evaluating circumstances, and adjusting to the dynamics of each specific context. It culminates a variety of expertise.” Phase 3: Interactive Description Design management should employ collaboration and embrace the diversity that it brings to refine a definition. An interactive definition would capture several different views of what design management is. Design management is and has been a continual “working-definition.” http:www.workingtitledesign.com

DEFINING DELIVERABLES & WHAT DESIGN MANAGEMENT MEANS TO US?

_________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

THINKING MODELS v720 APPLYING MEANING TO DESIGN MANAGEMENT

odels

Design management is and has been a continual “working-definition.”

Since its emergence as a specific field, Design Management has been evolving its framework. The practice of managing design can be traced back to contributions of Peter Behrens, German architect and designer, in 1907. Other main contributors at the time were AEG, Bauhaus, British Design Council, Deutscher Werkbund, Olivetti and Walter Paepcke. It wasn’t until the 1980s that Design Management became more widely practiced, after several managers and companies began to realize the economic effects and overall benefit of design’s application in the corporate world.

We strongly disagree with this linear description, we believe Design Management is much more holistic than that. We not only manage design but we design management accordingly and appropriately to the context at hand. Design management is driven by collaboration, which embraces this diversity of views and expertise. Our wealth of perspectives is one of our principle strengths.

The first contradiction faced when trying to define design management is found when considering Today, more than ever, design management plays a what a definition actually is. strategic role in business processes and academic programs. Despite a heritage of over 100 years, Design Management continues to struggle with establishing a clear identity. As design managers, -noun how do we clearly communicate what we do, define who we are and the promising benefits of 1. The condition of being definite, distinct, or clearly outlined. our field? 2. Determination of the limits. Several attempts have been made at tackling this 3. Clearly characterized or delimited. identity crisis, but few if any truly capture the heart 4. Specify: decide upon or fix definitely; fix the and soul of design management. Articles from variables; specify the parameters.

def·i·ni·tion

over ten years ago discuss this struggle, articles found in the 1998 Summer edition of the Design Management Journal, are entitled “Developing a Framework for Design Management,” “Taking a Moment to Define Design Management,” and “ 18 Views on the Definition of Design Management.” Here we are today, still on the same topic.

The contradiction: Design management is never definite, distinct or clearly outlined, it has no limits, it can’t be characterized, variables cannot be fixed definitely, and it has no specific parameters.

Design management is an ever changing, ever adapting discipline. It is in continual motion, The Design Management Institute says,“Simply put, constantly evaluating situations, and adjusting to design management is the business side of design.” the dynamics of each specific context. It culminates a collection of expertise.

http:www.workingtitledesign.com

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CONCEPT VERIFICATION REVIEW OF THE CONCEPT & PROJECT Overview- Process of defining knowledge sharing & Design Management.

http:www.workingtitledesign.com

WHAT?... HOW?... 53

WHY?.... PLEASE RECAP...

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http:www.workingtitledesign.com

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HALF WAY POINT PRESENTATION II

Video 56

At the midterm we were tasked with summarizing our progress and planning a trajectory for the remaining five weeks. It was decided that a short video could condense our progression and be followed up with a discussion of visual concept models. The videoâ&#x20AC;&#x2122;s tone was shaped with clever wit and delivered a concise perspective. The significance of the video could be attributed to its unified voice- as it seamlessly represented nine individualsâ&#x20AC;&#x2122; work over a span of five weeks. Reactions to the video proved that it had made an obvious impact on the audience. This confirmed a readiness to move forward.

16 http:www.workingtitledesign.com

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http:www.workingtitledesign.com

“A SIMPLE ADVOCACY NETWORK FOR US”

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ADVANCE AGENDA DEFINING THE NETWORK

BRANDING The entire class conducted an affinity mapping exercise exploring our intent for the network. Limited to selecting three or four words we restricted our selections to the most essential elements of the network. The words, each of which captures a broad intent, were arranged into categories that were arranged by hierarchy. Based on the categories the primary brand pillars identified for the network are relatable, accessible and refinement.

Branding Exercise - DRAFT - review content, especially the categorization words An afďŹ nity mapping exercise to explore user interaction and brand identity revealed desired user engagement and network manifestation qualities. Arranged by weight given to each category, basic brand pillars are outlined below:

User Engagement

Manifestation of Network

Relatability and accessibility allow the user to feel engaged with network material and knowledge. These qualities can be achieved by exploring the descriptions in each column.

The network should be designed with these qualities in mind: elegant, intuitive, relevant and clean. Material, interactions within the network,

Relatability

Accessibility

Elegant

Intuitive

Relevant

Clean

classic intelligence intelligent deliberate intrigued visually astute immediately seduced

conversational engaging open inclusive sense of breadth & depth

timeless reďŹ ned cultural classy polished exclusive

clever strength intuitive intuitive competent

vibrant thriving current

clean fresh controlled creativity

NEXT STEPS A comprehensive brand strategy for [working title] Design is needed to anchor the brand and allow the network to grow as a trusted knowledge source. This strategy will build on these identified engagement and manifestation qualities but is not bound to them exclusively. This strategy will further the spirit of the network and is free to be altered to best express the future of a design management network.

Visual Feel

Next Steps

How should the network appear visually? What feelings should be expressed by the brand?

Look

Descriptors

highly infographic 720 style guide visual icon based organized

sparky rad pop risky

A comprehensive brand strategy for _____ is needed. This strategy will build on these identiďŹ ed engagement and manifestation qualities but is not bound to them exclusively. This strategy should carry on the spirit of the network, but is free to be altered to best express the spirit of a design management network. The most important qualities are: Relatability Accessibility Elegant Intuitive Relevant Clean

A brand that is classically smart and widely applicable. A brand that engages through inclusive tone and conversation. A brand that is timeless and polished. A brand that makes inherent sense. A current brand that expresses germane purpose. A brand that conveys clean and fresh creativity.

http:www.workingtitledesign.com

NETWORK

“HEY!!! THE NETWORK NEEDS A NAME...”

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PSYCHOLOGY NETWORK TIMELINE

Tommie Fullmer February 16, 2011

imeline

Overview

“Between the network concept and the establishment of the network we looked for structures to inform our departure.These graphics chronicle the progress of the project and our expectations for how the network would advance by relating the project to Erik Erikson’s “Stages of Psychosocial Development.” In life, Erikson’s stages would have an individual moving through existence on a spectrum at each stage, but in the context of a business plan, the stages become more critical. At each stage the network may pass or fail. “

Stages of Psychosocial Development

1. Mind Trust vs. Mistrust Through visual contact and touch, people develop

Stages of Network Development

1. Mind Trust Through collaborative information gathering and “what is the best way of promoting design management?”

2. Autonomy vs. Shame A well cared for individual will be sure of itself, carrying itself with pride rather than shame. Temper tantrums occur as a result of an inability to learn.

3. Iniative vs. Guilt During this stage we create play situations, modeling what it means to be an adult.

2. Autonomy Well informed, and therefore insightful, the opinions create mildly tense situations that

3. Initiative Here the group conceptualizes the blueprint of what the network will mean and look like.

http:www.workingtitledesign.com

4. Industry vs. Inferiority In this stage we are capable of learning, creating and accomplishing numerous skills. This is also a very social stage.

4. Industry As we continue to gestate the concept of the network, we identify our allies . Functionality of a website becomes important. Task are delegated towards the development of a hand-off.

imeline 63

CREATION OF HANDOFF 5. Identity vs. Role Confusion Development starts to depend on our own actions - the actions of others are not as important- and a strong sense of identity forms. in and achieve a strong sense of devotion and

5. Identity After much contextual research, a clear structure should emerge. We now know who we need to be in order to support our desired users.

LAUNCH 6. Intimacy & Solidarity vs. Isolation relationships - also known as â&#x20AC;&#x153;settling down.â&#x20AC;?

6. Intimacy & Solidarity As the network grows, so does its reputation. Existing content comes in, feeding the something.

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PSYCHOLOGY NETWORK TIMELINE

imeline

Tommie Fullmer February 16, 2011

7. Generativity vs. Stagnation At this stage we work to establish stability and take on greater responsibility and control. We strive to produce something that makes a difference to society. Inactivity and meaninglessness are common fears.

7. Generativity Content is generated by users which helps to stabilize the network.

8. Integrity vs. Despair We look back on our lives with a feeling of contributed to society. Important relationships are all of man kind, “my kind.”

8. Integrity The system is sustained. Cycles of change become a regular part of it’s physiology as

In life, Erikson’s stages would have you continue having developed in one way or another - light side of the force or dark side. However, as a business model these conditions are really pass/fail - either we will egress or fail.

http:www.workingtitledesign.com

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FRAMING BUSINESS PLAN MARKETING

lan

T A S K S

T A N G I B L E S

promotion plan

email list

send content request letters

blog

build buzz through social media

splash/teaser page

Kickstarter video for funding?

Facebook fan page

blurbs posted on key design networks

Twitter

mail: postcards, newsletter, sampler

Vimeo

email notifications

Tumblr

This network will be fed and served by a website providing connections, knowledge sharing, feedback, and access to publications. In later phases of development, we will expand to offer conferences, support content cocreation, and develop publications.

utilize word of mouth

main featured articles

L A U N C H

hot items

launch party (duh)

news & announcements

Promotion

evaluate, feedback

daily columns

add product depth

discussions/forums

add contributors

mentorship

launch full website

job postings

specify price structure

challenges & contests

launch membership focus

conferences & events

launch design school pages

scholarships

etc...

Ally, Gretchen & Sarah February 16, 2011

Objectives

To gain at least 100 non-SCAD members by 3 months after launch

Product

This Design Management* network will serve students, practitioners, existing design networks and aspiring peers.

P R E - L A U N C H

Marketing Analysis & Strategy

Place

Price

Initially the price to customers will be time and contact information. Some members will be tapped for content contribution. As involvement grows, members can pay for various levels of interaction.This can include: a freemium, conferences, print on demand, subscriptions, job postings, pledges and philanthropic contributions.

P O S T - L A U N C H

The network will be promoted in three phases, with the greatest emphasis placed on pre-launch networking to generate buzz and build momentum.

* (Name subject to change) http:www.workingtitledesign.com

Rollout Plan

Allycia March 4, 2011

Network Growth content

weekly events continue competitions launched feedback and research resources launched collaborative project opportunities

product line depth

Pre-Launch content

3 weeks of content for weekly events directory introductory pages and video

product line depth blog twitter facebook page linked in account

actions social/networking media announcement email announcement blurb article posted on another design blog/site

channels word of mouth blog social/networking media email

Launch content

welcome post weekly events start running directory co-creation opportunities

product line depth blog twitter facebook page linked in account

actions launch â&#x20AC;&#x153;eventâ&#x20AC;? day on blog announcement posts on social/networking media calls for research calls for content

channels word of mouth blog social/networking media email blog comments

blog social media web archive network directory listing

actions daily posts resource archives feedback calls for conference papers

channels word of mouth blog social/networking media email blog comments network forums peer to peer

Network Maturation content

weekly events competitions feedback research conferences print on demand publications

product line depth blog social media website network directory listing conferences publications job listings

actions daily posts resource archives feedback calls for conference papers

channels word of mouth blog social/networking media email blog comments netowrk forums peer to peer website conferences

Rollout Plan

by Allisya Jones

2 lan

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NETWORK RECOMENDATIONS

It is important for the professional organization to recognize and embrace that its longevity is tied to its ability to generate valuable content, useful to the network. We envision a process where content is produced and â&#x20AC;&#x153;publishedâ&#x20AC;? on the platform for the benefit of the network. In turn, the network is empowered to contribute more content, perpetuating the cycle.

Network Core

Membership

Producer

Producer Consumer

Features

Academia

DMGT Professional Practicioners Industry & Non-Industry

Partners

omponents

Alliance

Brain Trust

General Academia General Professional Practicioners

Sociology Psychology Anthropology Political Science Others

FEATURED ITEM

DISCUSS

mentoring feedback forums

EXPLORE

student work latest projects grab bag

AD SPACE

(image, headline, brief over view)

NAVIGATE BY USE, NOT CONTENT http:www.workingtitledesign.com

Wireframe: Network Search

Ally, Gretchen & Sarah February 21, 2011

LOGO/HOME BROWSE

features news weekly ar ticles

CONNECT events network

features news ar ticles events network mentoring feedback forums student work latest projects grab bag

NAVIGATE BY USE, NOT CONTENT

DISCUSS

mentoring feedback forums

EXPLORE

SEARCH FOR: jobs professionals

schools businesses update

LOCATION: Georgia

MAP... sponsored by google

omponents

student work latest projects grab bag

Wireframe

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NETWORK COMPONENTS

Blog Structure 82

The blog structure is the road map for the navigation of the site. The blog has four primary links which serve as main categories of resources: The Project, Explore, Contribute and Browse. Under these four main links are several secondary links where more specific content can be found. The blog structure also serves as a guide as to how often certain content will be added or updated. Some content will be permanent, while other content will be added continuously or as needed by both the administrators and the contributors.

Blog Structure

Giselle, Sarah, David & Gretchen February 28, 2011

ADMINISTRATORS:

Circle of Equals CONTRIBUTORS:

Panel of Guests

[WORKING TITLE] DESIGN BLOG

THE PROJECT

EXPLORE

INTRO

PROCESS

CONTACT

BOOKS

video

process book

V720 Partners

call for support

models

Circle of Equals

Amazon bookstore

donate

buisness plan

Panel of Guests

SCHOOLS

ONE-TIME

FIRMS

BROWSE

CONTRIBUTE

LINKS

DEFINE

CONTESTS

DMGT identity discussion

AS NECESSARY

S E M I - P E R M A N E N T PA RT S

V720 partners

MONTHLY

CALLS

PULLS

FUN

case studies professional projects student projects

news

weekly shenanigans

finds selected submissions WEEKLY

DAILY

CONTINUOUS ACQUISITIONS

omponents

http:www.workingtitledesign.com

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NETWORK COMPONENTS

omponents

“ We want people to be able to navigate our website by use, not content...”

Class Discussion :: Gretchen, Yahayra February 21, 2011

Viz Network Partner :: Mapping POSITIVE [+]

NEGATIVE [-]

SEE PERSON

Not explicit content

Viz Network Partner: Positive aspects are elements of the network that the founders want. Negative aspects are elements of the network that the founders don’t want.

ACCESS Request Reccomendation Invite PORTFOLIO Anyone link APPs News Calendar Maps

Not hosting

PROFILE Small Links NAVIGATION By use 2 Customizeable Top link by traffic

Screen visibility

Tops Trending “stories”

http:www.workingtitledesign.com

Designers of the webpage for “Working Title Design” Gretchen & Sarah

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PROJECT BRIEF _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

PROJECT BRIEF

Overview

A 88

The brief captured thoughts and turned them into tangible ideas. Starting with a shared vision that grew through dialogue, affinity mapping and research exchange, the mission and objectives finally manifested in a written form with the completion of the creative brief. Now that our thoughts could stand alone in a document, it allowed us to move forward. Plans were built around the brief since it provided a framework to begin constructing deliverables. Having finally produced the creative brief we were reminded of how its existence played such a crucial role in our work. This provided us with a valuable lesson in regards to project planning.

http:www.workingtitledesign.com

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THE BRIEF v720

FINAL 90 DOCUMENT

Introduction

Definition of the problem

Scope

The field of Design Management is currently represented through various and inconsistent means. This fragmentation has resulted in clutter and confusion within the marketplace as to Design Managementâ&#x20AC;&#x2122;s true value in the realms of design and business. There is an opportunity to achieve clarity and cohesiveness of professional purpose, a central entity should be developed that unites Design Management as a trusted resource, demonstrates credibility and relevance in the world of commerce, and establishes a future for this evolving profession.

The Design Management community lacks a cohesive source for those within the field and for those outside the discipline who could benefit from incorporating design management into their profession and experiences. The nature of Design Management is difficult to define as it deals with with tangible and intangible variables, both inside and outside an organization. Without a clear voice to broadcast and balance the discussion this apparent ambiguity can result in misconceptions and devaluation of Design Management.

The project aims to create a network that unites people who are interested in Design Management and its application. Such a network will diffuse the meaning and value of DMGT as profession the network will serve as platform to connect design managers and create innovation culture as knowledge is shared and sourced.

In order to mend this fragmentation, a forum of knowledge sourcing will be created whereby several audiences are fully served- the Design Management community of practitioners, the world of commerce, and aspirant peers who shape the growing field. This network and its members will clearly distinguish Design Management as a viable and unique entity that provides genuine success in its methodology and praxis.

By crafting an action plan for the creation and implementation of a tangible network that produces clarity, transparency and accessibility, Design Management becomes explicit in function and practice. Eventually meaning should be implicit when â&#x20AC;&#x153;design managementâ&#x20AC;? is mentioned. The network will be constructed and implemented in non linear phases and solidify as completed elements are fit together. This network shall be an advocate for the profession, a pooled resource and service, that encourages the evolution of definitions and areas of application.

http:www.workingtitledesign.com

Opportunities There are a number of opportunities for Design In creating a successful Design Management Managementâ&#x20AC;&#x2122;s future practice and contribution to resource our impact can be viewed as three-fold. the world. First, we serve fellow design managers by creating an inclusive voice of professionalism for our craft and advocating for the discipline. Primarily, this is the chance to demonstrate Second, we demonstrate and share our skills and our relevancy and advocate our profession to both practices with the outside world, therefore inviting design industry and the business world as a whole. industries to seek us out as meaningful instruments for implementing change and awareness through the value of good design. This opportunity lies in the void of information Finally, we forecast a future for the profession as an surrounding the Design Management as a practice. essential element of the design culture.

1_ 2_

It is an emerging field with roots in traditional design disciplines, but is still in its adolescence with By linking the needs of the consumer and the potential enterprise, we have the opportunity to considerable refinement on the horizon. facilitate the integration of successful industry practices.

ADVOCACY

3_Given its emerging status, it may not be

able to immediately improve its value, but it has opportunity to validate it. This validation fosters value.

4_Design Management is positioned to take advantage of the rising interest in design and â&#x20AC;&#x153;design thinkingâ&#x20AC;? as a competitive advantage in business and as a solution-source for complex social problems.

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THE BRIEF v720

Objectives This project’s three broad objectives begin to research, visualizations and portfolios of Design address the knowledge sharing opportunities Managers and manifesting those resources in a presented to Design Management as a discipline cohesive manner. and practice.

In summary, the goals of this project are far reaching and the outcomes may set precedent in the field of Design Management in the United States, and beyond, if conducted thoroughly.

Objective 1:

Objectives include:

Construct a Design Management Network

FINAL 92 DOCUMENT

Objective 3:

Trusted Source for Design Management Interaction A core competency of Design Management is and Exchange collaboration; however, at present there is no effective mechanism or method to facilitate broad It is vital to the growth and longevity of Design collaboration or the exchange of ideas. The ideal Management to make available the material and Design Management professional network reduces contributions the field to industry, society and the redundancy in published Design Management rest of the world. This showcase shall be highly materials and creates a place for non-designers engaging because Design Management operates in to explore applicability of Design Management. multiple fields and produces content in a variety Ideally, this network will provide the platform of mediums. To date, there is no central source of for involving international Design Management this material that satisfies the needs of the growing movements as well. The goal of this objective is field and there is significant potential benefit to connect existing informal networks of Design to compiling examples in one central resource. Managers and help make them visible to each Furthermore, the generation and subsequent collection of content will serve as a helpful record other and accessible to a broader audience. of Design Management as a body of knowledge. In contrast, it is equally important that the Design Management discipline learn from other fields to safeguard the integrity of the knowledge it Refine the Message of Design Management accumulates. In this regard, content generation Branding Design Management is a critical step in requires a certain amount of curation. It is both establishing it as a valuable asset to the professional unwise to simply a create a dumping ground for world. Certainly, it will demonstrate worth over work that may or may not actually support or time by producing and illustrating positive results, promote the discipline. By existing as an authority but at the outset it can be validated in its potential that is accessible and relevant to today’s market influence and current contributions. The message the network acts to sustain the profession’s future. of Design Management can begin to be clarified by highlighting working examples, case studies,

Objective 2:

○ Facilitate a working definition for design management on several levels including: ■ Theory, principle, professional practice, and individual credentials. ○ Demonstrate value in both the Design Management and Design fields, developing an authoritative and credible source of knowledge. ○ Cultivate a Design Management network as a trusted source for interaction and exchange. ○ Exist as an authority that is accessible and relevant to today’s market and sustainable for the profession’s future.

http:www.workingtitledesign.com

Deliverables The final network creation will depend on a collection of deliverables, some of which will be completed at a later date.

1. Project Brief

2. Roadmap

Business Plan Deliverables

d. Engagement and Outreach i. Conference Opportunities 1. Conference Analysis 2. Conference Style ii. Membership 1. Chapters 2. Newsletters 3. Subscription

1. Financing 2. Advertising 3. Chain of Command 4. Phases a. Web build out b. Conference Details 5. Legal Filings

a.plan for network implementation b.project hand-off

2. Roadmap a. Brand Identity i. Visual (style guide) ii. Values iii. Name (domain) b. Online i. Website 1. Information Architecture 2. Content Management 3.Wireframe

ii.Social Media

c. Publication i. Curation Style ii. Curation Pool iii. Content Sourcing 1. Request letters 2.Consideration of medium iv. Design and Management 1.archival plans 2. layout 3. platform for print and digital manifestations _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

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Methods Our methods for determining content, value and In compiling this data we aim to define and medium should comprehensive and reliable. The commoditize Design Management: following factors are considered crucial to success:

FINAL DOCUMENT

● Research to determine market needs and opportunity ● Identify aspirant peers to expand our field of future colleagues and evaluate existing models

● Competitive scan to identify direct and indirect competitors

● Explore and validate to ensure successful models

● Propositions and feedback to measure growth and maintain sustainability

● Recalibration to maintain relevance in an evershifting business climate

● as a professional application regarding inspired development of products, services, brands and experience.

● a consumer practice that applies social and ethical principles to all aspects of operation.

execution that delivers ● as a business solutions based on knowledge, research, and intuition.

FINAL DOCUMENT

http:www.workingtitledesign.com

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BUSINESS PLAN STARTING POINT

lan

Overview As is, the business plan gives general overview to the company and sets parameters for operation. Ideally, this will evolve into a second version, where the structure is modeled after the Harvard Business Review article: How to Write a Great Business Plan, by William H Sahlman.

Company Profile

Goals & Objectives

Name Working Title Design

Goal: Establish a sustainable and trusted community that values design thinking and organizational strategy. Objectives Create a web-based platform that will center the new organization and serve as a repository for DMGT info and work by March 15, 2011. (This may be an intermediate platform, depending on expenses and funding.)

Industry Working Title Design is a professional, not-forprofit knowledge-sourcing and knowledge-sharing network that serves the Design Management community, industries wanting to utilize Design Management, and society in general. To date, Working Title Design looks to support the increasing interest in design and design thinking, joining other professional networks such as IDSA, IxDA, and DMI in the promotion of emerging design disciplines. Mission Statement Working Title Design collects and diffuses Design Management knowledge. It provides a platform for education, discourse, feedback and co-creation with in design management.

Value Proposition

For the inquisitive person or organization who seeks knowledge, experience, and design practices, Working Title Design offers a way to engage with a concepts, models and praxis of this emerging discipline. We do this through two primary conduits. First, workingtitledesign.com is a platform where Design Management content is collected, curated and diffused. Second, Working Title Design enables contact with other design professionals throughout the network. Working Title Design is uniquely positioned because it puts into practice Find existing content (articles, examples, video, the principles and methodology inherent to design audio, etc) to begin populating the platform. (# of management in its content generation and network elements of material TBD, but may be phased in sustainability. over a few months.) Increase membership in the new organization by making contact (personal, phone, or digitally) with 300 design management students and industry professionals by April 30, 2011.

The following document currently outlines: Company Profile, Product Description & Development Plan, and Marketing Strategy.

http:www.workingtitledesign.com

Business Philosophy

Core Competencies

Working Title Design has identified 3 Key Values Drive that will help guide the network and its activities. Design Acumen Breadth of Experience Collaboration Design Literacy At the center of any design process resides the Strong Communication importance of collaborative effort. Working Title Divergent & Systems Thinking Design should use its best practices to enable collaborative effort with in its network. Legal form of ownership Wealth of Perspectives Working Title Design be a 501(c)(3) or 501(c)(10), Following the first value, we posit that the most depending on advice from legal counsel. effective and innovative collaboration efforts are a result of teams comprised of members with a Team variety of backgrounds, strengths, experiences **See First Among Equals and perspectives. It is the successful combination **See Personal Profiles of these elements that can produce great design results. Curation Working Title Design seeks to build trust and longevity as a resource and a contributor to the design discourse, and design management in particular. The tone, language and quality of material that is curated will determine its success with members and interested parties.

Product Description and Development DMGT Knowledge Network There is an need to establish a comprehensive DMGT network beyond that which currently exists, therefore, we are immediately serving a community that lacks a centralized resource. This service is a holistic experience of DMGT and will have meaningful value on several parallel tiers. Network Goals/Manifestation linking Academic, Professional Practitioners and Industry interests throughout the world. Such a network that flows inward and outward creates meaning and a sustainable value.

Collaboration Wealth of Perspectives Curation

-Serve/Social & Global Service -Demonstrate/Inform & Inspire -Sustain/Exchange & Growth

The stakeholders in this new organization are: Students, Design Professionals, Design Firms, Design Academia.

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BUSINESS PLAN

lan

DMGT Practitioners The network first serves the community of DMGT professionals who tap the network as a valuable resource for staying current in the field. It is the aficionado’s platform for connecting, collaborating and contemplating. Membership is prestigious in that it it differentiates those who are dabblers and those who are die hards. Yet, it has the inclusive mechanism of varied levels of involvement available at progressive levels of membership.

DMGT Applicability

Showcasing an accessible (and substantial) entity to the business world, DMGT’s value is offered and reinforced through experience and reputation. A centralized go-to-source for a solid demonstration of DMGT coupled with the ability to access members will both serve the businesses that seek utilization of DMGT in their own practice, and establish relevance for the profession by nurturing a professional portfolio of clientele. Network sustainability is anchored in maintaining relevance Founding the network to serve a DMGT and allowing for growth. community has an advantage of being “first” to market. Competing networks are fragmented in The competitive advantage again lies in being first objective, purpose, and community. to market by offering this resource to businesses. This service aims to achieve clarity by promoting Any network that wishes to compete will be better commonality of purpose and practice through served by aligning itself with an already established curated content. site- thus adding value to its reputation, and enhancing our position as an authority. From an intellectual property standpoint, authority and uniqueness are gained by maintaining the As key DMGT players are identiﬁed, the context consistency and quality of content, while still in which they function comes into focus. growing the network as an entity. Elements of the This emergence will happen gradually, but the network that that foster conversation through immediate ﬁelds will be visible, leaving room to challenges and questions facilitates interaction scope participants that may be missing from the which generates feedback into the system. bigger target market. Promoting differentiation of the trade and inclusive advantage of its utilization create an exclusive brand positioning of high-caliber nature.

Aspirant Peers Growing the profession will require clarity of purpose. Connecting DMGT to the world both heralds the practice to a younger audience and creates room for evolution. Allowing room for emergent structures fuels organic growth and efficient development. Again, early establishment as an authority/source for the profession creates a wider accessibility point and credibility for the network. Maintaining relevance and an aficionado status ensures that a younger audience will seek out the network. A collaborative approach to constructing the network, and sustaining its relevance, relies upon solid outreach and cooperation. Following through on the network’s mission and objectives should always be considered and upheld, yet it cannot become so rigid that it avoids opportunity for innovating its original intentions.

Identifying key stakeholders is crucial to developing and collecting content. Beginning with these stakeholders we can then design content that serves their current interest and anticipates future needs. Currently the team has 4 weeks to identify http:www.workingtitledesign.com

Technology To achieve status as a sustainable centralized knowledge source the DMGT network will be manifested in technology that supports the goal. The network will harness existing technologies so that the user will be prepared for intuitive navigation that will be presented in a consistent manner. The technology will begin simply for two reasons, so that all levels of users can gain immediate access to the knowledge and so that there is an invitation for expansion and customization according to design management principles. For example, the network will integrate Google technologies that are available to collaborative teams. Implementation of simple existing technologies at once welcomes the user to participate in knowledge sourcing immediately and apply DMGT philosophy to the manifestation of the network, allowing it to grow under the care of stakeholders both in content and technology.

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BUSINESS PLAN

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100

Marketing Plan

SWOT Analysis

Marketing Mix

I-C-E

Strengths Our own practices place us in a unique position to design manage our own network. We also have strong social and professional networks in place which we can parlay in to membership and buzz.

Product Network, website, conference Place The internet is where X percent of design students and practitioners go for their information. Promotion We need to have a big roll out debut where there is content that exists and members who are already active in the network to support activities Price Free initially, with Freemium products, conference sign ups, and pay to print as future funding outlets

[Implementation, Control and Evaluation]

Weaknesses SCAD is not an institution which has historical clout or respect. As a newly founded school SCADâ&#x20AC;&#x2122;s name does not carry the same weight as some of our peer schools. Therefore a SCAD founded product must carry a strong brand and structure from day one in order to garner respect in the field.

Currently there is no funding for this project so Mission Statement To market the Design Management network and there is a limit on the kind of advertising and marketing we can take advantage of. knowledge sourcing hub Opportunities Objectives To gain 300 non-SCAD members 6 mo. after Currently there is no single strong design management entity that serves as a network and a launch resource hub for design managers.

We want to create a pre-launch buzz (a la 2012 Beetle) and make teasers to draw people in and submit content. Timing is important, too long a timeline between the start of the buzz campaign and launch will work against us. We also need a quorum of members and content before launch to make the network viable and attractive. This can happen through - meaning making in our content - proper curation of content we have at launch - an accessible web presence We can evaluate our buzz creation and launch success by tracking re-tweets, re-logs, re-shares, and traffic to our website.

Threats One of the main threats our Network faces is that once launched it will inspire copycat networks from our peers and aspirant peers instead of standing as the hub for design management practitioners, students and industry.

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BUSINESS PLAN LOOKING FORWARD

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The following outline should be considered as a next-step revision to the current business plan. It provides a clear and coherent structure for moving the framework forward to meet an evolving market.

The People: Key Players

The Opportunity: Business Profile

The Context: The Big Picture

This reevaluates progress and keeps the players current, especially as people move in and out of the fold, tasks become obsolete or efforts require reassignment.

The original business intent may not shift but reassessing its presence in the market serves to maintain the mission and objectives that initially launched the venture. 1. What purpose does the network serve, who does it serve, and why is it valuable? 2. Can the business grow and how fast will it progress?

Considering the global influence of cultural trends and international markets, it is crucial to understand how the business fits within a larger context. Forecasting is essential for sustaining relevance.

1. Identify the people responsible for starting and maintaining the venture. 2. Identify the outside parties who provide key services and important resources.

3. What are the economics of the venture?

4. Who and what might stand in the way of success?

1. What is current to our markettrends in commerce, politics, art, and demographics? 2. What are the factors that inevitably change but cannot be controlled by the team of entrepreneurs?

http:www.workingtitledesign.com

Risk & Reward: Everything Assessed Astute entrepreneurs acknowledge the possible risks and successes inherent to any venture. Addressing these factors shows potential investors and existing partners that they are not ignorant of these risks and have allowed for contingencies within the plan to meet such challenges.

1. Assess everything possibly go wrong.

that

could

2. Assess everything that could be a success. 3. How can the entrepreneurial team respond to these factors?

The People: Key Players

The Context: The Big Picture

BUSINESS PLAN The Opportunity: Business Profile

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About the network: Advocates of Change

The practices of Design management are REALLY HARD TO DEFINE. We know, because we’ve done the leg work.We need to continue the conversation about what is it that people in our field do, which is why we’re proposing a knowledge sharing platform that aims to promote our practices.Why? Because the world needs us. Often enough we “creative types” find ourselves in an ambiguous space between design and commerce. Today, there is an ever increasing need for people in this ambiguous area. The platform that we are proposing will serve as a beacon for other people interested in this emerging profession to collaborate and further advance the field. http:www.workingtitledesign.com

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FOUNDERS _________________________________________________________________________________________________________________________________________________v720-WI-2011::PROCESS BOOK

v720 Where are you from? Originally from Harleysville, PA and most recently from Atlanta, GA. Background info: BA in Graphic Design from the University of Maryland, Baltimore County in 2006. Graphic Design work for: Finished Art - Atlanta, GA; CocaCola - Atlanta, GA; and Motorola. Awards: Gold Award Winner for the Brochure - Business to Business Category in the 39th Annual Creativity Awards in 2009.

Describe your role within the creation of this network: Defining Design Management, marketing plan development and blog creation. What inspires you? Seeing positive change created through good design. Favorite place: The beach.

Publications: Featured in thedieline.com for the 2009 CocaCola holiday bottles.

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WORKING TITTLE DESIGN

What are your professional assets: I am organized, a quick learner, calm and collected, and I have graphic and web design skills.

Where are you from? Iowa, US Background info: BFA in Studio Art, Emphasis in 3D Design from the University of Iowa in Iowa City, IA What are your professional assets: I bring the human element to design: humor, fun, sillyness. Describe your role within the creation of this network: Keeping the class on task by guiding conversations towards conclusions. Current interests: plastic chairs, play theory, art supplies stores. What inspires you? Lots of things. Favorite place: Rio De Janeiro

http:www.workingtitledesign.com

Where are you from? Boston, MA What is your background? BA in Studio Art from Williams College 2007. Describe your work experience: Project Manager at Tenebraex Corporation for 2 years. Project Manager for Color Capable Night Vision Device Project, Project Manager for Scallop Imaging D7 180° Camera Project, Design and Coordination of promotional material, Custom trade show booths, marketing information for new imaging technology

Describe your role within the this network: Content generation and prototyping. Marketing Planning, Research Planning. Current topics of interest: Service Design, Photography, Surfing What inspires you? Clever solutions to design problems, photography Favorite place: The ocean.

What are your professional assets? Comfortable with multiple project loads and complicated logisitics.

Where are you from? Wilson, NY - a small town located on Lake Ontario that sits across from Toronto, Canada -which makes for some nice views on a clear day What is your background? BA in Industrial Design and AA in Graphic Design from Rochester Institute of Technology. Currently I am studying for an MA in Design Management at Savannah College of Art and Design. Describe your work experience: I worked for 2 years in a small product design consulting firm in Buffalo, NY where I focused on product research and design, marketing and branding.

FOUNDERS Describe your role within the this network: “go-to-girl,” Wherever I can help with whatever needs to be done, helping to create an identity or definition for Design Management in an effor to let the world know what our expertise is and how we can contribute any business or company. Current topics of interest: Materials in design, recontextualizing or reframing a problem. What inspires you? “What doesn’t inspire me?” Favorite place: Anywhere with a view and a warm breeze near water.

What are your professional assets? Verstile, adaptive, I find the light of any situation, open-minded, motivator, A-game researcher.

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v720 Where are you from? Washington DC What is your background? BA Anthropology (Archeology & Sociology), St. Maryâ&#x20AC;&#x2122;s College of Maryland (liberal arts), Historic Preservation, Public Policy, Education, Ceramics Accomplishments: Presented Honors Thesis Deaccessioning Dilemma at CNEHA 2008 MFA Candidate, Certified TESOL, LNT NOLS

Current topics of interest: Smart growth, Preservation - Economic impact & sustainability, Design Management diffusion & innovation. What inspires you? Nature & Science, re-purposing, people who are passionate about what they do. Faovrite place: on the water

Work Experience: Non-profit, National Headquarters, K Street Consulting Company, Teacher and ESL Tutor

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WORKING TITTLE DESIGN

What are your professional assets? Discussion facilitator, play well with others, positive attitude, background in research and academia Describe your role within this network: Core editorial board, research mule, idea facilitator.

Where are you from? West Palm Beach, FL What is your background? Education and Entertainment What are your professional assets? Communication Extraordinaire, Contagious Enthusiasm. Describe your role within this network: Connecting / attracting new people, facilitating exchange. Current topics of interest: Design Literacy. Promoting Fun. What inspires you? Nearly everything. Faovrite place: The Mediterranean.

http:www.workingtitledesign.com

Where are you from? Puerto Rico Background info: B.Arch[BA+BA] from Polytechnic University of Puerto Rico Professor of History of Fashion & professor of Introduction to Digital Representation. Owner of YRC Professional Service Consultant Project Assistant in Hector Arce Architectos & Visura PSC Direct, coordinate, and supervise the relating activities with the As-Built project hired by the company DesignGraph.net

Current topics of interest: Social Innovation, government dynamics, creative community, minimalist architecture, horse-back riding, spirituality What inspires you? “Injustice” “life philosophy” [live my live without do to others what ever bother me... don’t regret for don’t try something...] my parents & sisters... family...good friends... Favorite place: “Nature.”

What are your professional assets: Leader & not leader, have fun during the process, positive attitude, sincerety with a big smile. Describe your role within the creation of this network: Theory and Graphics.

Where are you from? Baltimore, MD What is your background? BA Art History, Union College MFA Design Management, SCAD Blogger and design nerd, extraordinaire Describe your work experience: Visual Merchandising Manager for J.Crew. Historic preservation research assistant Freelance graphic designer always. What are your professional assests? A driven mind, a curitorial eye, a multi-disciplinary background, an unfailing appreciation for inclusive and approachable design

FOUNDERS Current topics of interest: Experience design Real-time knowledge sharing Blogging and the viability of digital networking What inspires you? Truly thoughtfullly conceived design Peer-oriented, community-driven business practice Favorite place: The bleacher seats at a UVa baseball game

Describe your role within the network: to rethink, reframe, and ultimately refine conceptualization of the project

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v720 Where are you from? The Middle Coast, West Michigan Background info: BA Business Administration, Hope College 1992 Master of Divinity, Asbury Theological Seminary, 2006 MA Design Management, Savannah College of Art and Design, 2011 Corporate Finance, Accounting, Leadership, Non-Profit Management, Public Speaking Describe your work experience: Working in Banking and Accounting out of college, owned and operated a contract remodeling business, went to seminary and then pastored a church.

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Describe your role within the creation of this network: I will primarily be a user of the information. I hope to have something to contribute and be a collaborator to keep my hand in the design field. Current topics of interest: Design & Church, Social Justice, Human Trafficking. What inspires you? Small groups of people accomplishing big things, art - music, dance, and yes, God. Favorite place: Wherever my wife and daughters are.

What are your professional assets: Public Speaking, Leadership Counseling and Coaching, Financial Management, Collaborative Teamwork, Idea Visualization

Where are you from? Berlin, Germany Background info:er/Research, University of BA Industrial Design, University of Applied Sciences Potsdam, Germany MFA Industrial Design Ohio State University Designer with ids Hamburg, aircraft interiors Designer with Lear Corporation, Car interiors Professor, Savannah College of Art and Design Accomplishments: Founder SCAD Council on Sustainability Main author SCAD program Design for Sustainability, Developed undergraduate Minor and MA including course work as an interdisciplinary program Berlinâ&#x20AC;&#x2122;s youngest cab driver

Describe your role within the creation of this network: Making sure everyone stays as excited about it as I am. Current topics of interest: Haiti, innovation in design, making the perfect sourdough bread, having a functional garden. What inspires you? positive atmosphere, humor, the smell of fresh cut grass Favorite place: Berlin in the summer, Plateau in NM on the way to Taos with the Rio Grande below, my backyard with two healthy dogs and the husband working on his motorcycle in the garage.

What are your professional assets: Curriculum Development, Sensory awareness - incorporating the senses in the design development process.

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OUR SOURCES

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BIBLIOGRAPHY @CraigMod. “Books in the Age of the iPad.” March 2010, accessed February 27, 2011. http:// craigmod.com/journal/ipad_and_books/.

California College of the Arts. “Design Strategy Graduate Program.” Accessed February 27, 2011. http://www.cca. edu/academics/graduate/design-mba.

Federated Media Publishing. “Watch and Listen.” Accessed February 27, 2011. http://www. federatedmedia.net/.

Belsky, Scott. Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality. New York: Portfolio Hardcover, 2010.

Carbone, Ken. “$100K of Free Branding Advice, in Just Three Words.” Fast Company. February 17, 2011, accessed February 27, 2011, http://www.fastcodesign. com/1663249/100k-of free-branding-advice-in-just-three-words. COINS Conference. “COINS 2010.” Accessed February 27, 2011. http://savannah10.coins conference.org/.

Frog Design. “Design Mind.” Accessed February 27, 2011. http://designmind.frogdesign.com/.

Best, Kathryn. Design Management: Managing Design Strategy, Process and Implementation, 1st edition. New York: AVA Publishing, 2006.

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OUR SOURCES

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Rochacka, Weronika. “Insights into Design Management Education in the UK: Lessons to be Learned.” DMI News and Views. Design Management Institute Publications, 2010. Accessed February 27, 2011. http://www.dmi.org/dmi/html/ publications/news/ viewpoints/nv_vp_wr.htm.

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