These slides have been used for my keynote at the 1st Cambridge Design Management Conference, Sep. 7th 2011. The aim of the presentation was to give meaning and a more systematic approach to the 'buzzwords' that are being used at conferences in the context of business & design namely: Design, Design Management, Design Thinking, and Design Leadership. In order to make the interrelationships more accessible I've created a model a while ago that illustrates the above mentioned relationships. The overall story of the keynote is framed into the logic of 'tweeted statements' that showed up parallel on twitter.com while I was presenting the slides in order to facilitate a real time discussion. For feedback or questions please drop me a note: cadmc1@ralfbeuker.com

1. 1. CADMC Conference
CAMBRIDGE
SEPTEMBER 07th, 2011
PROF. RALF BEUKER
DEAN, UNIV. OF APPLIED SCIENCES
MÜNSTER, GERMANY

2. WHAT‘S ON
STOCK TODAY?
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

3. DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

4. 01.09.11
GERMANY – AUSTRIA 6:2
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

5. „TODAY WE DIDN‘T MANAGE TO DO
THE SIMPLEST THINGS RIGHT“
German National Football Coach: Joachim Löw

6. „TODAY WE EVEN MANAGED TO DO
THE SIMPLE THINGS RIGHT“
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

7. Rendered by: wordle.net | based on ca. 1.000 words from CADMC paper titles
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

8. IDENTIFY
PATTERNS
DELFT UNIVERSITY: STRATEGIC PRODUCT DESIGN

9. REFLECT & PLACE
THEM IN A GRID

10. DESIGN
DESIGN MANAGEMENT
DESIGN THINKING
DESIGN LEADERSHIP

11. Ralf Beuker
@iterations
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12. Ralf Beuker
@iterations
On twitter.com search for the
hashtags #twitpresi (next to
#CADMC1) and you'll get all the stu !
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13. DESIGN
DESIGN MANAGEMENT
DESIGN THINKING
DESIGN LEADERSHIP

14. Ralf Beuker
@iterations
01. Design, D-Mgmt & D-Thinking
di er in their organizational impact &
abstractness in thinking http://is.gd/
ikpjGX #cadmc1 #twitpresi
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15. DESIGN AND ITS RELATIVES
Organisational
Impact
DESIGN
THINKING
DESIGN
MANAGEMENT
DESIGN
© design-management.de
Degree of Abstractness in Thinking

16. DESIGN AND ITS RELATIVES
Organisational
Impact
DESIGN
© design-management.de
Degree of Abstractness in Thinking

17. DMI Conference London , September 2010

18. DMI Conference London , September 2010

19. Ralf Beuker
@iterations
02. Is Design serious enough about
business to be taken seriously by
business? #twitpresi #cadmc1
Join the conversation

20. Credits: http://bench.li/

21. „So many of the products that we’re surrounded by want you to be very
aware of just how clever the solution was. “ (Jonathan Ive, Apple in
‚Objecti ed‘)

22. „That’s what we’re really always looking for whenever we design, ways
we can improve the way people do things without them even knowing
or thinking about it. “ (Davin Stowell, Smart Design in ‚Objecti ed‘)

23. „Today I see my role as a designer to help de ne what we should be
creating for people, and the output is not necessarily obviously a
design, it’s not obviously a product.“ (Tim Brown, IDEO in ‚Objecti ed‘)

24. Ralf Beuker
@iterations
03. First & foremost Design is a
human/creature centered activity that
results in new products, services &
processes #twitpresi #cadmc1
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25. NO COMMENT ...
„We’re building all these really kitsch stage sets that have absolutely
nothing to do with the age we live in.“ (Karim Rashid as himself in
‚Objecti ed‘)

26. DESIGN AND ITS RELATIVES
Organisational
Impact
DESIGN
MANAGEMENT
DESIGN
© design-management.de
Degree of Abstractness in Thinking

27. Ralf Beuker
@iterations
04. Good (d)Design management
addresses multiple layers of meaningful
interaction http://bit.ly/1olc73
#twitpresi #cadmc1
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28. DESIGN AS MEANINGFUL INTERACTION
Esthetics • Sensorial Layer Design as Communication
(How the product looks)
Interaction • Behavioural Layer Design as Communication
(How the product feels)
Performance • Functional Layer Design as Process
(What the product does)
• Physical Layer Design as Process
Construction (How the product is made)
Meaning • Mental Layer Design as Expression
(What the product means)
Collaborative work by R. Beuker & E. Roscam Abbing based on original work by E. Roscam Abbing

29. Ralf Beuker
@iterations
05. R. Buchanan: Great design occurs at
the intersection of constraint,
contingency, and possibility #cadmc1
#twitpresi
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30. Ralf Beuker
@iterations
06. Design as a function has a tendency
to scale up from operational, business
to corporate level > http://is.gd/O3557s
#cadmc1 #twitpresi
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31. DESIGN MANAGEMENT = MANAGING TENSIONS
Manage Design Design Management
Creating Capabilities
Managing Resources
to design Management
to manage Design
Operational Business Corporate
© Prof. Ralf Beuker, design-management.de

32. Ralf Beuker
@iterations
07. Therefore ‚operational‘ is not the
opposite of ‚strategic‘. Wikiped entry is
wrong here: http://bit.ly/pgBUKA
#cadmc1 #twitpresi
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33. DESIGN AND ITS RELATIVES
Organisational
Impact
DESIGN
THINKING
DESIGN
MANAGEMENT
DESIGN
© design-management.de
Degree of Abstractness in Thinking

34. Ralf Beuker
@iterations
08. Even a well-prepared mind guesses
oftener wrong than right, but our
guesses succeed better than random luck
(Peirce) #cadmc1 #twitpresi
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35. Arne van Oosterom citing my tweet from #DMILondon at CCC Conference , September 2010

36. (EARLY) STAGES IN THE DESIGN PROCESS
Credits for this model go to Kevin Cheng: www.kevnull.com

37. DMI Conference , September 2010

38. Ralf Beuker
@iterations
09. How to solve the DT-Paradox:
Abductive Thinking aka reasoning
through successive approximation
#cadmc1 #twitpresi
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39. » COLLECT > COLLATE > CONSOLIDATE > COLLABORATE
» THINKING ABOUT WHAT MAY BE

40. http://www.designthenewbusiness.com

41. Ralf Beuker
@iterations
10. What are the basic di erences
between managers & designers? Well,
di erent approaches to problem
solving. #CADMC1 #twitpresi
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42. Ralf Beuker
@iterations
11. Di erent ways to perceive a
problem: "Puzzle, Dilemma, Trade-O ,
Paradox". Which type are you?
#cadmc1 #twitpresi
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43. HOW TO PERCEIVE A PROBLEM:
» PUZZLE
» DILEMMA
» TRADE-OFF
» PARADOX
After: de Wit, Meyer: Strategy 2004 © by United Feature Syndicate, Inc.

44. PUZZLE
» ONE OPTIMAL SOLUTION: QUEST FOR TRUTH
After: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | Ar do Campo

45. DILEMMA
» TWO POSSIBLE SOLUTIONS:
BEST OF WORST
After: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | antosousa

46. TRADE-OFF
» MANY POSSIBLE SOLUTIONS:
NEGATIVE CORRELATION
After: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | publicinsomniac

47. PARADOX
» NO DEFINITE SOLUTION:
SEEK THE BEST POSSIBLE FOR THE
CURRENT STATE
After: de Wit, Meyer: Strategy 2004 Photo found @ Flickr | kkmehra

48. Ralf Beuker
@iterations
12. For designers paradoxes are the
starting point of their work. Managers
hate them. Why is that? #cadmc1
#twitpresi
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50. Ralf Beuker
@iterations
13. Key of the DT Paradox is the
con ict between Reliability & Validity
(Roger Martin) #xtreat #twitpresi
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51. Ralf Beuker
@iterations
14. Mgt. loves "Reliability": Replicable
outcomes, sub-stantiation on past data,
limited variables, no judegement, no
bias #cadmc1 #twitpresi
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52. Ralf Beuker
@iterations
15. Design loves "Validity": Outcome
meets objective, future oriented, div.
variables, indiv. judgement,
acknowledge bias #cadmc1 #twitpresi
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53. Ralf Beuker
@iterations
16. Twitter taught me: relevance is
relative + context rules > Therefore
4me: Design Thinking is relatively
contextual! #cadmc1 #twitpresi
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54. 2010

55. Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di erent Roles of Design in Organisations

56. Roscam Abbing: Brand Driven Innovation (2010), p. 141: Di erent Roles of Design in Organisations

57. DESIGN AND ITS RELATIVES
Organisational
Impact
DESIGN
THINKING
DESIGN
MANAGEMENT
DESIGN
© design-management.de
Degree of Abstractness in Thinking

58. Ralf Beuker
@iterations
17. Gr8 leadership requires an
understanding of interrelations betwn
Purpose, Strategy, Values & Behaviour of
Ur company #cadmc1 #twitpresi
Join the conversation

59. FOUR ELEMENTS OF A SUCCESSFUL STRATEGY
» Thorough appreciation of the external
environment
» Acute awareness of available resources
» E ective implementation
» Simple and consistent vision and goals
Grant, 2002

60. PURPOSE
STRATEGY MISSION VALUES
BEHAVIOUR
Ashridge Mission Model: Campbell & Yeung, 1991

61. PURPOSE
STRATEGY MISSION VALUES
BEHAVIOUR

62. PURPOSE
STRATEGY MISSION VALUES
BEHAVIOUR

63. Apple designs Macs, the best personal computers in
the world, along with OS X, iLife, iWork, and
professional software. Apple leads the digital music
revolution with its iPods and iTunes online store.
Apple reinvented the mobile phone with its
revolutionary iPhone and App Store, and has recently
introduced its magical iPad which is defining the
future of mobile media and computing devices.
From Apple’s Investor Relations: http://is.gd/fcBW0

64. APPLE‘S BUSINESS PHILOSOPHY
! We believe that we're on the face of the Earth to make great
products.
! We believe in the simple, not the complex.
! We believe that we need to own and control the primary
technologies behind the products we make.
! We participate only in markets where we can make a
significant contribution.
Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL

65. APPLE‘S BUSINESS PHILOSOPHY
! We believe in saying no to thousands of projects so that we
can really focus on the few that are truly important and
meaningful to us.
! We believe in deep collaboration and cross-pollination of our
groups, which allow us to innovate in a way that others
cannot.
! We don't settle for anything less than excellence in every
group in the company, and we have the self-honesty to
admit when we're wrong and the courage to change.
Tim Cook (COO APPLE) quoted on devdaily.com: http://is.gd/fcCrL

66. QUESTIONS ? ... ;-)

67. Ralf Beuker
@iterations
Thanks for listening. Hope you carry
something useful away!
Slides: http://bit.ly/cadmc1-beuker
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