Synopses & Reviews
"
the management of design alliances has become necessary for business to be successful, responding to challenges of new complexity.
ever increasing specialisation pushes people in different disciplines away from each other, so that managing alliances between members of multidisciplinary teams poses a continuing challenge. This book shows us how to meet these challenges and manage these and other alliances. It is deeply researched and full of interesting and relevant examples." Bill Moggridge, co-founder, IDEO Design is a creative source of competitive advantage for companies. Trends indicate that design expertise is increasingly outsourced by companies. This book focuses on design alliances and how these can be most effectively managed to achieve commercial success. It argues that the creative knowledge is located in the alliance formed between the client and design firm and that this can become a strategic competence which impacts on the companys innovative ability and business performance. If the design alliance is nurtured and incorporated into decision-making at a strategic level, then the commercial benefits are high. But if the design alliance is neglected, then the outcome can be disastrous. A unique feature of the book is the way in which it brings together a conceptual framework for examining design alliances, coupled with practical examples in the form of international case studies which deal with all aspects of the process, so as to cover the acquisition, absorption and sustenance of a design-based competitive advantage. These cases include, among others, Ericssons mobile phone, Novo Nordisks Novo Pen, HAGs office furniture, Ingersoll-Rands tools and IBMs Notebook computer. By using examples, cases and dialogue with practitioners, the books appeal is enhanced to include both academics and practitioners. This includes students of design, strategic management, product development, marketing and technology, and managers involved in design and product development.
Table of Contents
ACQUISITION OF DESIGN EXPERTISE.
Building Up Organizational Capabilities in Design (B. Jevnaker).
In-House, Outsourced or a Mixed Approach to Design (M. Bruce & B. Morris).
CAPABILITIES IN GLOBAL NEW PRODUCT DEVELOPMENT.
Sourcing Design Competencies: Ingersoll-Rand (M. Bruce & B. Morris).
Global New Product Development: The Case of IBM Notebook Computers (K. Sakakibara).
Absorbing or Creating Design Ability: HAG, HAMAX and TOMRA (B. Jevnaker).
Novo Nordisk A/S: Innovative Design for Diabetics (K. Freeze).
Integrating Design as a Strategic Resource: The Case of Ericsson Mobile Communications (L. Svengren).
Design and Competitive Advantage: The Case of Marimekko Oy, A Finnish Fashion Firm (A. Ainamo).
DESIGN EXPERTISE PERSPECTIVES.
Design Management Lessons from the Past: Henry Dreyfuss and American Business (K. Freeze & E. Powell).
The Contribution of Design to Business: A Competence-Based Perspective (T. Kristensen).
Challenge of Design Relationships: The Converging Paradigm (B. de Mozota).
A Comparative Study of Design Professionals (M. Bruce & B. Morris).
LESSONS FOR THE FUTURE.
Conclusion (M. Bruce & B. Jevnaker).
Index.