The status and importance of design management in the mobilization and execution of design processes

This project conclude that there are still a lot of research, knowledge creation and knowledge sharing to be carried out in the field of issues covered and highlighted in this context. Several networks and projects are running in Nordic and European countries, pointing out design management or design leadership as crucial to cope with a global marketplace.

Design management seems to be more “hot” and relevant than ever, probably strongly connected to shifting principles for management itself due to heavy changes in value creation and end users preferences. Global oriented companies are increasing their focus on cultural aspects and values in their products and services. The importance of “visual position”, identity and branding has increased dramatically the last years.

Design management is no model that can be projected on any enterprise, no application with linear functionalities and no specific way that leads to success. Rather design management processes are accomplished by humans with different authorities and trainings, who work in different fields of enterprises with different sizes, traditions and industries and they have very different target groups and markets to serve. Design management is multifarious and like that are their different opinions about design management.

“Design Management” versus “Design Leadership” is not a question of linguistics, but can be regarded as the difference between the “old” (hierarchical) and “new” (participatory) managerial principles. In accordance with a newer understanding of how to increase ability of innovation, the design educations – and especially the design actors as professional designers and design councils – need to increase their understanding of the connection between the ability of a single company to execute innovation processes (from idea to commercial acceptance in the marketplace) and their ability to strategically include user value and create identity in their products and services. Compared to managerial principles to handle complex innovation processes with many participators, discussion about design leadership versus design management is probably interesting to follow.

This project had the intention to put more attention to the strategic level of design management issues in order to have a base to discuss challenges for the most ambitious – and probably mature - companies concerning use of design. The Nordic model “Design Lather” seems to be a good base for further discussions.

In Norway, one can hardly find a strong and clear focus on design management as a central topic in the running discussion connected to challenges in the design field, even if the knowledge base – both in Norway and internationally – seem to exist. It seems that both the educational system and design councils have to put even more effort in creating practical knowledge and execute knowledge sharing and support to those actors who are meant to transform design management knowledge into competitive products and services; the companies themselves.

In Norway, Norwegian Design Council has increased the number of conferences and seminars considerable the last years. In cooperation with different related organisations, national and international ones, different themes and trends are highlighted and discussed in what could be called a “design innovation arena”. In which extend this make influence on the educational system in order to upgrade the education is not discussed here. In which extend this make influence on the companies participating or the professional designers, is not discussed. But these aspects would be interesting to follow in another context.

It is supposed to be a potential for knowledge sharing – and creation – between the different countries and actors in the “design based innovation system”. International organisations as “Design Management Institute”, “Design Management Europe”, “nordes” and CUMULUS also represent important arenas for knowledge sharing.

A model or concept – the “4 P-model” – is suggested as a platform for further discussions and research.