Since IBM's general manager Thomas Hwason’s famous saying “Good design means good company†has come out, corporate managers have accepted the idea in principle that good design is the key to business success. one. But there is a lot of work to do between accepting this idea and applying it practically. It is not only a good wish issue, but also a skill issue, to make a good design a reality in a company. An excellent design is not only a product purchased directly from a designer or design unit, but also generated by the company through the stimulation and management of the company's own creative resources.
So how can a company produce a good design? How to buy or order designs from a designer? How to actually make the design successful? The answer is to conduct effective design management in the enterprise and use design as a means of management. Each enterprise has many resources, such as personnel resources, financial resources, material resources, etc. They have the possibility of centralized management or coordination of enterprises, and can become an important means of enterprise management. As a kind of enterprise resource, design can not only bring huge economic benefits to the company, but also can be used as a means of management. In enterprises, good design requires good management, but good product design, visual communication design, and environmental design are not the only results of good design management. The pursuit of good design has far-reaching significance than the design itself. The design takes into account the relationship between the person and the tool he uses (here, the concept of the tool is broad, referring to all industrial products). This feature of design makes it an intermediary for users to understand the product and the company that produces the product. Therefore, design is the best concept for evaluating product quality and corporate communication quality.
In fact, in the product and communication, it is impossible to determine the quality without the concept of design. This puts the design in a practical form as a tool for identifying and communicating business goals, visualizing and conveying the company's goals. As far as the characteristics of design management are concerned, as it crosses the traditional departmental boundaries in the enterprise, a new, more compact structure is created, which helps to establish a hybrid advantage that is important to any company. of. By creating an environment that is suitable for carrying out the activities targeted to achieve the objectives, it is designed to be a means to make the source of the company's creation full of vitality. This is an important prerequisite for the development of the company itself.
First, design and management
Although the importance of design has been recognized by more and more companies, this does not mean that the industrial management system has widely accepted the central role of design. Similarly, designers cannot say that they have understood management problems or management methods. However, as the design goes deeper into all aspects of the enterprise, a more thorough combination of design and management will become necessary.
First, modern managers, especially managers of large companies, must determine their production positioning based on a wide range of market positioning. This must be more aware of the importance of design than the previous generation of managers. Market orientation has strengthened the focus on products, attention to consumer preferences and convenience, attention to public image, visual communication, and company characteristics, all of which are aspects of competitive corporate design issues. Focusing only on traditional management content such as finance, personnel, fixed assets, and production technology can no longer meet the requirements of the times.
Second, the inevitability of technological development and the ever-accelerating rate of change require increasing flexibility in management thinking. This means that large-scale industries are increasingly focusing on flexible production capabilities and process flows to adapt to market positioning. The resulting changing production positioning. Therefore, there will also be a change in the management style, that is, to adapt to a stable market, stable products and a stable production line to adapt to changing markets, and constantly innovate in products and production processes. Innovation has also become the central task of modern industrial enterprises. It is logical to design into management decisions.
Third, in the modern world, change is actually a condition for survival, and there is no way out of the old. Designing in a wider sense has become even more important. Because design is a creative activity and has an inseparable link with change, it becomes a matter of primary concern for management because management itself is increasingly becoming a management of change to enhance resilience.
Fourth, as technology becomes more and more complex, design will inevitably no longer be an individual pursuit but a group activity. This means that design will impact management in many important aspects, such as organizational management. Not limited to personal activities and individual products.
Fifth, industrial decision-making is increasingly influenced by social pressure and public participation. Therefore, it must be more aware of its social responsibility. Ecology, pleasantness, and environmental factors are becoming more important in corporate planning. These are extensions of design. With the development of social responsibility in management, the role of designers will also develop. From a design development point of view, these advances are welcome. For many years, design and management have missed the point. Designers are often involved in innovation and development as a basic part of the decision chain. In many cases, the designer may be a design consultant outside the company, which makes the designer farther away from the center of decision-making and power.
Because design activities cannot influence major decisions, designers have been in a position of dominance. They are more concerned with goods and packaging than basic research and development, and their creative talents have not been fully utilized. However, this situation will undoubtedly change dramatically. With the serialization of the products of the main design objects in the enterprise and the emergence of the Corporate Identity Planning System (CIS), the role of the designer will be closer and closer to the decision circle. Here, the concept of "designer" is no longer individual, but is composed of multidisciplinary experts. They will play a role in the center of the enterprise, because the system design must be a central collaborative function rather than the later activities of a single product development. With the rise of the system and the decline of the management hierarchy, designers will show more of their own characteristics than colleagues in other industries. They will make greater contributions to management changes through their own creativity. It is undeniable that A member of the management team.
Second, design management overview
The combination of design and enterprise management is an inevitable trend of design and development. On the other hand, with the increasingly systematic and complex design work of enterprises, the design activities themselves also need to be systematically managed. Getting a good industrial design is not only a design job but also a management job. In the design process, the professional skills of the designer are certainly important, but the skills of design management in the company are equally important. Through effective management, the enterprise design resources are fully utilized and consistent with the company's goals. Design management is a process in which various design activities of a company, including product design, environmental design, and visual communication design, are rationalized and organized. In addition, the design management is also responsible for dealing with the relationship between the design and other management functions, and responsible for the effective use of the designer. The key to design management is the harmonization of design among all levels and departments within the company. Many companies spend a lot of manpower and material resources every year in all aspects of design. Such as product development and design, advertising, exhibitions, packaging, construction, corporate identity systems, and other business management projects. However, due to the lack of coordinated control over these different design aspects, the information they convey is often contradictory. In this way, it will lose the use of design means to establish a complete visual image of the enterprise, establish the position of the enterprise in the market and expand the opportunities for corporate influence. A major corporate resource is wasted.
Anything produced by a business is a mirror of the business, reflecting all aspects of the business and they should be coordinated. Many companies do not understand this, creating a design chaos. In these companies, design is virtually completely unmanaged and not even seen as a potential force for internal coordination within the company.
Design is often thought of as a piecemeal work for products, packaging, displays, or promotional materials that have nothing to do with each other of the company. There is also a lack of communication among designers in different areas of the company. Product design is carried out by engineers. Visual communication is handled by public relations and market development personnel. The environment is handled by the infrastructure department. If you do not manage design managers that cross traditional departmental boundaries
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