By Thomas Lockwood
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Additional resources for Building Design Strategy: Using Design to Achieve Key Business Objectives
Rodriguez recently identified two kinds of metrics: generative (designed to get you somewhere) and general (to be used as a tool for design teams, managers, and stakeholders). Either kind should be fodder for an ongoing conversation. Moreover, because every company is unique to itself, there is no one silver bullet metric. However, good metrics do exhibit some shared characteristics. They are simple, but not simplistic; they are “sticky”; and they are actionable. ” Innovation is important because it leads to improvements in a company’s bottom line, promotes organic revenue growth, and (one hopes) creates a better quality of life.
Next, Ravi Chhatpar challenges traditional strategy development processes with a look at design’s contributions. Frans Joziasse helps us clarify how integrating design management functions into business strategy help guide design as corporate strategy. Robyn Waters explains how the work at Target taps into the emotional qualities of design as it supports key business initiatives, with a reminder of how design adds to the head, handbag, and heart. Jacoby and Rodriguez look into design thinking and design process as a way of structuring innovation in support of organizational strategy.
Let’s look more closely into these categories in terms of measuring the values of design. PURCHASE INFLUENCE/EMOTION Design has the ability to influence purchase preferences, to support premium pricing, and to improve product sell-through. And it can have a positive effect on the customer’s emotional relationship with a brand. ” Consider the Mini Cooper automobile, an emotional attraction indeed; its parts cost about the same as those of other vehicles of similar size and quality, yet it maintains a premium price based on the emotional connection people have with their Minis—from ordering to ownership.