Peter Merholz has posted a very interesting
review of the Institute of Design’s Strategy Workshop. After
describing some models by Clement Mok, Peter goes on to presenting the
views of Peter Coughlan - the head of the transformation practice at
IDEO. The transformation practice is where IDEO really goes into managment
consulting and help companies become more innovative (at least in the IDEO way). In
many ways the practice represent the new role of design or at least the new
ambition of design.
Apart from talking about co-creation with the client - a way of work which
in it self demands new skills from the design team - Peter Coughlan
also presented the challenges in using design as a metod for organizational
innovation.
•
Fear of open-ended process
Clients want to KNOW what the
results will be. Which, of course, goes against a truly exploratory
process. Or they’re afraid that the process will get them nothing.
• Coming in without answers,
just a process
Typically this kind of
organizational change is practiced by management consultants, who come
in with answers. IDEO just comes in with process. Clients who are
expecting answers right away get antsy.
• Cultural fit with clients –
creating a space for success
Designers at IDEO simply behave
differently then the folks at their clients’ offices, and it can take
a while for everyone to come together.
I find the above very interesting as it pinpoints three
obstacles we - who work with design as a method for business
development - face when we try to show the companies the value of the
design process and change the perception of design from a end-result
to a way of work.