By Thomas Lockwood
Read or Download Building Design Strategy: Using Design to Achieve Key Business Objectives PDF
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Extra info for Building Design Strategy: Using Design to Achieve Key Business Objectives
To illustrate this point, I will discuss two methodologies in detail. A MESSY SITUATION Over the past few years, it’s been startling to observe leading brands, both established and new, make serious missteps in their product decisions. The consumer technology space offers numerous examples. Consider the emergence of mobile virtual network operators (MVNOs) in the mobile phone industry. Every quarter, we see new strategies—sports phones (Mobile ESPN), social networking phones (Helio), and teen-targeted phones (Amp’d Mobile and Boost).
This is actually quite informative when you really think about it, because the key words are plan, make, and something. ” This, too, is hard to define, but a general idea would involve a deep understanding that would help identify challenges and frame opportunities (in other words, plan) in order to create (make) new solutions (something). Generally this entails observational or ethnographic research, visualization of ideas, and rapid iteration of prototypes—all techniques very common to the design practitioner but relatively new to the business manager or executive.
Then make your decision and plan around the output. The conventional approach says that at this point, you plan for execution. Designers come in to design products (physical products, applications, Web sites, services, environments, and so forth), which are then passed into development. In parallel, branding, marketing, and distribution strategies are refined. Most designers prototype as an interim step. Prototyping, at low or high degrees of fidelity, has numerous benefits—key being that it may serve as a tool for user validation, which in turn often helps achieve buy-in within an organization and among other stakeholders.