SDOA – Service Design and Organizational Activation. Enhanced lecture course Gatech 2012, Industrial Design. This presentation is part of the "breadth" part of the lecture series - designed to give service design students an understanding of business-relevant tools and concepts. Includes references to materials from DMI 2011.

1. The Language of Design &
www.inforetail.com
Corporate Stakeholders
www.florianvollmer.com
#irinc @florianvollmer

2. The
value of
Design Context: Marketing

3. 4 Ps 7 Ps
The
value of
Design
Communicating Value

4. What can design
The learn from this
success story?
value of
Design

5. Process
The 5
Discover Define Develop Deliver Discern D’s of
Design

6. Outcome and Value The 6 I’s of Design
Inspiration Investigation
Integration
Interpretation
Investment
Innovation

7. Identifying & Coexisting
User Consumer
Qualitative Quantitative
Design Marketing

8. Ad Navigating Complexity
Media
Design studio
Digital Media

9. Navigating Complexity

10. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

11. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

12. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

13. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

14. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

15. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

16. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Living on
Market-Driven Research-Driven

17. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Innovation
Market-Driven Research-Driven

18. Advertisement vs Design
Concept Craft
Obligatory Discretionary
Familiar Unfamiliar
Low-risk High-risk
“Dogs" "Cats"
Follow Circle around the problem etc.
Patch True Problem Solving
Re-Feed Innovation
Market-Driven Research-Driven

19. Spend Invest
Customer User
Short term Long term
Buyer Developer
Generalist Experts
Reactive Prospective
The
value of Traditional Management Design
Design
Language and Process

20. On a management level
Hurdles to design integration
Structure & hierarchy
Culture & Processes
Lack of understanding
Company size
Budget allocation
Old focus: sales, stocks, prices

21. The
value of
Design Context: A new user

22. i $
The
value of
Design
Value Shift

23. $
i $
The
value of $
Design
Value Shift

24. The
value of
Design Value Shift
Source and Copyright: Droog Design

25. The
value of
Design Context: Business

26. Vision Culture Innovation Growth Stock Value
Investment & Focus
Intervention Point for Design
The
value of
Design
Focus for Market Success
Inspiration: Marty Neumeier, The Designful Company

27. The
value of
Design Context: Business

28. Intangible Tangible
Value Value
End-user Value 1 2
The Corporate Value 3 4
value of
Design
Dimensions of Value
Inspiration: Robert Bau, Designing for Recovery

29. 1
Intangible Tangible
Value
value Value
End-user Value 1 2
The Intangible and
Corporatetangible benefits
Value Intangible and
3 tangible costs 4
value of
Design
Dimensions of Value
Inspiration: Robert Bau, Designing for Recovery

30. The
value of
Design Context: Business

31. The
value of
Design Context: Business

32. Question: How to
navigate design in a
complex
environment & unify
language?
The
value of
Design

33. D3 Matrix
D3 Matrix helps distinguish types of design initiatives
Developing New Balanced Build HP IP
Build IP
Design to Innovate
Markets Innovation Proprietary assets create a
Cultivating new growth Portfolio sustainable advantage
prospects
Coordinated roadmaps
lead to short and long term
success
Design to Innovate (D2I)
Innovating by creating new
markets, portfolios, and IP
Design to Differentiate
Anticipating A Cohesive The Wow Factor
Demand System An emotionalconnection to
An emotional connection
HP offerings
to business offerings
Addressing unmet needs Coordinating product
with compelling solutions portfolios to work better
together Design to Differentiate (D2D)
Differentiating through anticipating
demand, creating products that link
Efficient Design Simplified A User Aware together, and connecting with consumers
Design to Simplify
Processes Technology Supply Chain
Process improvement and Experiences Optimizing the supply
the efficient use of assets chain in a way that doesn t
Improving user interactions
across a range of products
sacrifice the customer
experience
Design to Simplify (D2S)
Simplifying design processes,
The Development Process Portfolio of Products Specific to D2x portfolios, and the supply chain
Business Experiences, Capital, Core
value of Processes and
Tools
Solutions and
Services
Technologies
and Assets
Design This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to
© Copyright 2011 Hewlett-Packard
Hewlett Packard and Jump Associates

34. Innovating by creating n
markets, portfolios, and
Design to Differentiate
Anticipating A Cohesive The Wow Factor
Demand System An emotionalconnection to
An emotional connection
HP offerings
to business offerings
Addressing unmet needs Coordinating product
with compelling solutions portfolios to work better
together Design to Differentia
Differentiating through a
demand, creating produ
Efficient Design Simplified A User Aware together, and connectin
Design to Simplify
Processes Technology Supply Chain
Process improvement and Experiences Optimizing the supply
the efficient use of assets chain in a way that doesn t
Improving user interactions
across a range of products
sacrifice the customer
experience
Design to Simplify (D
Simplifying design proc
Development Process Portfolio of Products Specific to D2x portfolios, and the supp
Business Experiences, Capital, Core
Processes and Solutions and Technologies
The Tools Services and Assets
value of
Design This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to
© Copyrigh
Hewlett Packard and Jump Associates

35. trix
Matrix helps distinguish types of design initiatives
Developing New Balanced Build HP IP
Build IP
Design to Innovate
Markets Innovation Proprietary assets create a
Cultivating new growth Portfolio sustainable advantage
prospects
Coordinated roadmaps
lead to short and long term
success
Design to Innovate (D2I)
Innovating by creating new
markets, portfolios, and IP
Design to Differentiate
Anticipating A Cohesive The Wow Factor
Demand System An emotionalconnection to
An emotional connection
HP offerings
to business offerings
Addressing unmet needs Coordinating product
with compelling solutions portfolios to work better
together Design to Differentiate (D2D)
Differentiating through anticipating
demand, creating products that link
Efficient Design Simplified A User Aware together, and connecting with consumers
The
Design to Simplify
Processes Technology Supply Chain
Process improvement and Experiences Optimizing the supply
the efficient use of assets chain in a way that doesn t
Improving user interactions
sacrifice the customer
Design to Simplify (D2S)
value of across a range of products
experience
Simplifying design processes,
Development Process Portfolio of Products Specific to D2x portfolios, and the supply chain
Design
Business Experiences, Capital, Core
Processes and Solutions and Technologies
Tools Services Packard and Jump Associates
Hewlett and Assets

36. D3 Matrix
Other companies are examples of D3 Matrix goals
Developing New Markets Balanced Innovation Build HPIP
Build IP
Design to Innovate
Portfolio
new model for car usage for a portfolio of traditional products labs legendary for producing
new group of consumers while exploring more playful innovative IP that underpins its
products like the Aibo Robot products
Anticipating Demand A Cohesive System The Wow Factor
Design to Differentiate
anticipates needs for quick and products work seamlessly and revived an icon (VW Beetle),
easy alternatives to preexisting speak the same design language and designed every detail of
products, like Swiffer the experience
Efficient Design Processes Simplified Technology A User Aware Supply
The Design to Simplify
Experiences Chain
redesigns and redefines tech
value of Using the same foot bed allows
the designers to focus on the top
part of the shoe
experiences, like airport check-in,
for simplicity and ease
optimized its supply chain and
production to deliver a consistent
experience no matter where
Business Processes and Tools Experiences , Solutions & Services Capital, Technologies & Assets
Design This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to
© Copyright 2011 Hewlett-Packard
Hewlett Packard and Jump Associates
© Copyright 2011 Hewlett-Packard

37. A system, tools and way of thinking for Design Practice
Measure Design Using Design Metrics
Developing New Balanced Innovation
D2I
Build HP IP
Markets Portfolio
Building a Business Case Anticipating
D2D
A Cohesive System The Wow Factor
Demand
Using the D3 Efficient Design
Simplified
A User Aware
D2S
Technology
Process Supply Chain
Experience
Development Portfolio of Specific to
Process Products D2X
Logic Model
Practice Design Design Thinking Abstract
Design Training Frameworks Principles
Analysis Synthesis
Discoveries Solutions
Best Practices
Articles
Concrete
Manage Design
The Design Job Architecture
Design Skills Inventory Culture
33%
-2%
Planning
70%
60%
50%
40%
30%
20%
10%
41%
+2% from 2H06
40%
-5%
1H07
2H06
Processes
0%
D2
I
value of Design Capability Index D2
D
D2 42% 50%
S -4% 0%
People Resources
Design Recruitment
Benchmarking
Design Change Management
This work is licensed by Hewlett-Packard under the Creative Commons Attribution 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ or send a letter to
© Copyright 2011 Hewlett-Packard
Hewlett Packard and Jump Associates