Design: A Business Case

Table of contents

1. Cover Page
2. Halftitle Page
3. Title Page
4. Copyright Page
5. Contents
6. Foreword
7. Introduction
8. Part 1
   1. What Is Design Management?
   2. The Three Phases of Design and Design Management
9. Part 2
   1. Why Design Management Now?
   2. Four Theses on Design’s Unsuccessful Penetration
   3. The Ambidexterity and Ambiguity of Design
   4. Disciplines and Attitudes
   5. What Designers Want To Do
   6. Design Historically Lacks Business Orientation
   7. How Much Do Designers Care about Business?
   8. How Much Do Companies Know about Themselves?
   9. How Do Companies and Managers Articulate Their Needs for Design?
   10. Tim Brown
   11. Alexander Osterwalder
   12. The Designence Model
   13. Bridge
10. Part 3
    1. The Most Imminent Challenges of Management
    2. Innovation
    3. Human Capital
    4. Digital and Technological Capabilities
    5. Competitive Advantage
    6. Customer Experience
    7. Bridge
11. Part 4
    1. What Happens When Design Excellence Is Added to Strategy?
    2. Design Thinking in Practice
    3. Design Management in Practice
    4. What Happens When Design Excellence Is Added to Strategies for the Five Areas?
    5. Innovation Strategies: How Design Excellence Contributes to Foster Innovation
    6. Human Resources Strategies: How Design Excellence Helps Harvesting from Investments in Human Capital
    7. Digitization Strategies: How Design Excellence Helps Build Meaningful Digital and Technological Experiences
    8. Strategies for Competitive Advantage: How Design Excellence Helps Your Organization Strengthen Its Competitiveness
    9. Improving Customer Experiences through Design Excellence
    10. Design as Making Your Business Tangible
12. Part 5
    1. Design Management Excellence
    2. Mapping Design in Organizations as Aesthetics in Organization Theory
    3. Design Thinking in Business Education
    4. “Dancing with Hierarchies” (Mary Parker Follett 1868 to 1933)
    5. Building the Convergence between Design Leadership and Design Management
    6. Crucial Difference # 1
    7. Crucial Difference # 2
    8. Crucial Difference # 3
    9. Crucial Difference # 4
13. Part 6
    1. From Design Excellence to Design as Core Competency
    2. Strategic Intent and Design Governance
    3. Building Design Capacity
    4. Capacity Building in Organizations
    5. Capacity Building in Strategic Design as Sensemaking
    6. Capacity Building for Behavioral Change
    7. Design Ability for Systemic Thinking
    8. The Primacy of Purpose
    9. Designers’ Skills and Role
    10. Designers’ Skills as Driver of Management Value
    11. Strategic Designers’ Role as the Future Agents for Change
    12. Inspire, Humanize, Experience
14. Part 7
    1. Service Design: A Bridge to Cross
    2. Service Design for Redesign of a Territory: A Story from Real Life
    3. On Skills and Competences
    4. On Embedding Design in Organizations
    5. On Design and Design Leadership
    6. On Prototyping and Bodily Intelligence
    7. On User Centricity
    8. On Design, Design Management, and Design Thinking
15. Part 8
    1. Final Reflections from the Authors
    2. A New Generation of Leaders and Decision Makers
    3. Leaders as System Thinkers
    4. Why Matter Matters
16. About the Author
17. Index