Summary and reaction to:

The Holy Grail of Design Measurement

By: Deborah Mrazek, Sam Lucente, Katherine Wakid, Steve Sato, Conrad Wai, Adam Menter and Philip Hartley

  

The first page states that, “Companies around the world are striving to become more innovative.” This is already a given. Companies – even from the old times strive to bring something new ( modern and advanced) to the environment. That is why our society is ever changing. From the [moment] that industrial design was made into a course in college (1980’s in UP Diliman – first university in the Philippines to offer the course), the word innovate, innovation and innovative came into popularity.

 

            But, at the Hewlett-Packard Company, they don’t just innovate through modern-day equipments. They also innovate though other means. They make design as a business tool. The essence of this is to create a new proposal that considers what the customers would really like.

 

            To explain this further, magazines and newspapers has enumerated 4 objects you need to have success in the business design field. This is what HP also calls, the Big D Design. First, one must strategically use industrial design. Second, experience design. Third, research on your design and lastly, plan. This Big-D Design harness design and then communicates its value in business terms stakeholders would understand and likely agree.

 

            In measuring effective design, see if your company has achieved the following goals: 1.) Provide structure for a free-flowing creative process. In my terms, make a ‘mind-map’ of the object and then the conceptual framework. The value and quality of the design project must tell of outcomes achieved. And if a large amount of money is needed, always explain the reasons why you need a bigger budget. 2.) The design measurement system has organized teams with different tasks therefore making the company allocate resources properly. This could clearly express goals and priorities that will lead success to the team.

 

           In measuring innovation, the system should be both fixed and flexible because “ambiguity and iteration (even dead-end) are part of the creative system.”  Designers are encouraged to tinker (meaning: do random) and explore new concepts. This is the basis for innovation. But of course, being fixed means you create design that should be in alignment with the company’s “plan of activities or developments.”

 

            In a separate article, I’ve read that most companies go for repetition (of projects) because this is more profitable. Others would go for quality – choosing the project that would develop their creativity. In this Holy Grail of Design Measurement article, it states that if the “focus on operation and execution with a drive for reliability, (especially) consistency and control,” then these can “prevent for generative and creative” thinking. So, when you want to improve your design team, it’s ok to deal with risks and give them experience to learn and develop. Do not try to control the project from the very beginning by relying on solutions that already worked (before).

 

Now, showing you the Dᵌ matrix that is secret to success of the Hewlett-Packard Company.

(description and matrix are taken from the article The Holy Grail of Design Measurement)

 

Design to Innovate	Developing New Markets Cultivating new growth prospects Ex. ZIPCAR New model for car usage for a new group of consumers	Balanced Innovation Portfolio Coordinated roadmaps lead to short-and long-term success Ex. Sony Portfolio of traditional products while exploring more playful products like the Aibo Robot	Build HP IP Proprietary assets create a sustainable advantage Ex. 3M Labs legendary for producing innovating IP that underpins its products	Design to Innovate Innovating by creating new markets, portfolios, and IP ·   Creates new offerings ·   Opens new markets
Design to Differentiate	Anticipating Demand Addressing unmet needs with compelling solutions Ex. P&G Anticipate needs for quick and easy alternatives to pre-existing products, like Swiffer	A Cohesive System Coordinating product portfolios to work better together Ex. Apple Products work seamlessly and speak the same design language	The Wow Factor An emotional connection to HP offerings Ex. Volkswagen Revived an icon (VW Beetle), and designed every detail of the experience	Design to Differentiate Differentiating through anticipating demand, creating products that link together, and connecting with consumers ·   Creates customer value and competitive advantages ·   Extends life of technology assets ·   Charge premiums ·   Increases brand value
Design to Simplify	Efficient Design Processes Process improvement and the efficient use of assets e. Birkenstock Uses the same foot bed, allowing the designers to focus on the top part of the shoe	Simplified Technology Experiences Improving user interactions across a range of products Ex. Virgin Redesigns and redefines tech experiences, such as airport, check-in for simplicity and ease	A User Aware Supply Chain Optimizing the supply chain in a way that doesn’t sacrifice the customer experience Ex. McDonald’s Optimized its supply chain and production to deliver a consistent experience no matter where	Design to Simplify Simplifying design processes, portfolios, and the supply chain ·   Drives efficiency and reduces costs ·   Simplify technology experiences ·   Drives attach rate
	Development Process Process of design and development	Portfolio of Products Actual customer experience with portfolio of products	Specific to D2x Benefits unique to each row

 

FIVE TIPSTO KEEP IN MIND WHILE MANAGING AND MEASURING DESIGN PROJECTS

(Summarized. Taken from the article The Holy Grail of Design Measurement)

 

1.      1. Stay focused on your work.

a.       Setting strategic goals involves getting different groups on the same place. (design and innovation team working towards the same goal)

b.      Don’t confuse business goals with metrics. (Is it creating a breakthrough product or increasing market share?)

c.       All objectives flow from customers’ needs.

2.    2.  Base your metrics on your goals.

a.       Anchor success metrics to your goals. (define your ultimate success metrics)

3.    3. Communicate using a common language.

a.       Partner with people who track the ultimate market results. (collaborate with analysts in marketing, sales and customer support)

b.      Document all assumptions to tell the story behind the numbers.

4.    4.  Use real-time input to monitor your progress and course-correct as needed.

a.       Stay on the track by reporting all findings in relation to the business goals. (Too much divergence can cause a team to lose focus from its core goals. Keep your eyes on the prize. Report to stakeholders the knowledge that relates both the customers’ and business’ welfare.)

b.      Keep track of failure and learn from it.

5.     5. Narrate and illustrate your story.

a.       Help the organization learn by documenting and sharing results both qualitatively and quantitatively.

b.      Consistently tracking design over time will uncover valuable insight around what works and what does not. (highlight your successes)

c.       But don’t try to claim all the credit for success. (the collaborative involvement is crucial to the success of any new product development or innovation)