Category: Design Teams


Frans Joziasse

Drive! Don’t micro manage your designers!


Frans Joziasse, October 30th, 2011

Longtime it was the believe of companies that their employees do perform better if you motivate them through the carrot-and-stick method. Daniel Pink, also the author of the book The whole new mind, now published a controversial book that proves the contrary. Not external but intrinsic drive is what modern employees, especially creative workers, bring to higher performances. Give them autonomy, mastery and purpose!

That is what the creative class needs. As a consequence of that designer managers and design agencies should stop to base their internal resources and business model on hours (= costs), hence stop managing with …

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Sorena Veerman

Creativity & efficiency; an impossible combination?


Sorena Veerman, January 24th, 2011

Nowadays, more and more design departments strive for efficiency. Within an environment that is stressed for time, an often heard complaint from designers is that they feel there’s no room for creativity anymore. They feel, for instance, management is keeping them from being creative, or there’s simply no time for creativity anymore.

Contradictionary to this perception, is the general statement in literature that creativity doesn’t require time. Instead creativity requires skills, focus and the right attitude.

The book Creativity Today[1] shares this statement and claims that by improving the basic skills of creativity; confidence, motivation and your creative potential …

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PARK

Nuture your human resources


PARK, October 21st, 2010

In design, human resources are less about the recruitment of design managers or designers, and more about getting the most out of talent that’s already on the payroll. That’s easier said than done. The tradition of designers being educators, of bringing young people on, is not as strong as it once was. Nor are there very many educational materials to hand that can help designers and design managers who already have more or less extensive work experience.

Still, while junior ranks can be filled quite cheaply from outside, adding middleweight or senior people doesn’t look much of an option for …

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Tim Selders

‘Agile development’: hot for software, but also for products and services?


Tim Selders, October 8th, 2010

In the last years the entire global IT industry is experiencing an ‘agile’ wave.
They are highly enthusiastic about agile development – a set of work methods and tool boxes aimed at:
•      improving the ability to respond quickly to requests from the market
•      cutting down waste and waiting periods
•      reducing employee stress while simultaneously increasing productivity.

The central concept for agile development is adaptation to changing external factors. Where older methods are predictive and attempt to foresee future needs, the agile methods are adaptive and quickly adapt to new demands, adhering to the “Embrace change!” motto.

The

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Marjolein de Wilde

Managing design for usability


Marjolein de Wilde, October 1st, 2010

Recommendations on usabilty

Many companies are struggling with the question about how to integrate the aspect of usability into product development. An interesting research is written by Jasper van Kuijk, who is just about to finish his PhD-thesis on product usability at the TU Delft, Faculty of Industrial Design Engineering. On his blog, he publishes recommendations which are an integrative part of his thesis, with the working title “Managing Product Usability – how companies deal with usability in the development of electronic consumer products.

The ‘Recommendations for industry, or how I would do it’ is his personal statement …

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Tim Selders

Design departments working together: a way to do more with less?


Tim Selders, June 28th, 2010
In the beginning of this year we discussed with several design directors and managers. One of them challenged us with the following:

Our company is still in the middle of a crisis, and all budgets, especially for R&D, are going down… But simultaneously there is a strong demand by our leaders to deliver more and more products, and the pressure to deliver more innovation is only increasing. How are we, at the design department, going to deal with the fact that we need to do more with less available resources?

Being super-efficient helps to ‘do more with less’. But let’s

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Tim Selders

To be a designer or not, that is the question for a design manager…


Tim Selders, March 31st, 2010

Have you ever seen the hilarious TV series ‘The IT Crowd’?
If you have, you saw a young ambitious lady manager trying to lead a bunch of IT nerds in the cellar of a big office building.
You then also may have noticed that that didn’t work…

This is a sit-com, but what about real life?
Is it possible to have a ‘bunch of creative designers’ led by a generally trained MBA-kind of manager?

This has been one of the discussions we had during our Raymond session, where 25 design directors and managers from all over Europe gathered.

My conclusion …

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Frans Joziasse

Design management for SME: manage for local design preferences


Frans Joziasse, February 1st, 2010

60%- 70% of world’s jobs are created by small and medium enterprises (SME’s).
And yet, most design management practice is focussing on large, global companies.
We believe it is time to develop dedicated design management approaches for SME’s!

One of these approaches is ‘managing design for locality’:

  • exploiting your local heritage into your design DNA
  • discovering local consumer insights
  • selecting and managing local designers
  • deploying this with local suppliers
  • managing the design of the communication towards the consumers

Doing this has proofed to be a successful strategy, like many local food and drinks companies like Bionade and Innocent have

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