Intersection (eBook)

How Enterprise Design Bridges the Gap between Business, Technology, and People

Milan Guenther (Autor)

eBook Download: PDF | EPUB

2012 | 1. Auflage
462 Seiten
Elsevier Science (Verlag)
978-0-12-388441-1 (ISBN)

Infos

Many organizations struggle with the dynamics and the complexity of today's social ecosystems that connect everyone and everything, everywhere and all the time. Facing challenges at the intersection of business models, technical developments, and human needs, modern enterprises must overcome the siloed thinking and isolated efforts of the past, and instead address their relationships to people holistically. In Intersection, Milan Guenther introduces a Strategic Design approach that aligns the overarching efforts of Branding, Enterprise Architecture, and Experience Design, and sets them on a common course to shape tomorrow's enterprises.This book gives designers, entrepreneurs, innovators, and leaders a model and a comprehensive vocabulary for tackling such deep-rooted challenges. The Enterprise Design framework cuts through the complexity of Strategic Design work, showing how to navigate key aspects and bridge diverging viewpoints. In 9 case studies, the author looks at the way companies like SAP, BBVA, IKEA, and Jeppesen (a Boeing Company) apply design thinking and practice to shape their enterprises. Moving from strategy to conceptual design and concrete results, Intersection shows what is relevant at which point, and what expertise to involve. - Teaches how to align business strategy with Brand Identity, Customer Experience, and Enterprise Architecture initiatives as part of a consolidated enterprise-wide design practice to achieve stakeholder value - Provides a framework for designing systems, products and services as the building blocks of a consistent and coherent experience for all stakeholders in the wider enterprise, joining strategic considerations with the delivery of tangible outcomes - Explains how to make results such as websites, apps, objects, platforms, or environments part of a larger system that orchestrates enterprise touchpoints with people

Inhalt

Front Cover 1
Intersection 
2 
Copyright 
6 
Contents 7
Introduction 
11 
Why did we call this book Intersection? 
11 
The story behind this book 
13 
Design, Strategy, and The Enterprise 
13 
Who Intersection is for 15
How Intersection is structured 15
How to use Intersection 16
Part 1: 
17 
Chapter 1: The Relationship Ch allenge 19
Example 20
Designing enterprises 21
Humanizing technology 25
Modular and Co-Created Systems 30
Open and Interconnected Systems 30
Ubiquitous and Mobile Systems 30
Intelligent and Adaptive Systems 30
Case Study _ AEG 33
Design Challenges 35
The Role of Technology 36
Chapter 2: Blurring Boundaries 37
Disruptive Change 38
Relationship Complexity 38
Business Relevance 38
Example 39
Innovating across domains and disciplines 
40 
Example 45
Connecting the dots 49
Diversity 50
Ownership 50
Respect 50
Integration 50
Socio-Economic Innovation 52
Techno-Economic Innovation 52
Socio-Technical Innovation 52
Enterprise Innovation 52
Case Study _ La 27e Région 
59 
Design Residencies 61
Getting There 62
Chapter 3: The Design-Minded Enterprise 63
About Strategic Design 64
Example 65
The Design of Signs 67
The Design of Objects 67
The Design of Interaction 67
The Design of Systems 67
The Design Competency 
68 
Example 69
Holistic Understanding 74
Systemic Modeling 74
Enterprise Vision 74
Design in The Enterprise 
75 
Case Study _ Apple 81
Designing an End-to-End System 83
Design as a Culture 84
Design as an Organization 86
Part 2: 
87 
Chapter 4: Big Picture 91
Example 92
#1: Identity 95
Example 97
#2: Architecture 105
Example 107
#3: Experience 115
Example 117
Designing with Big Picture aspects 126
Case Study _ IKEA 129
Identity 131
Architecture 132
Experience 134
Chapter 5: Anatomy 135
Example 136
#4: Actors 139
Example 145
#5: Touchpoints 147
Example 150
#6: Services 155
Example 158
#7: Content 165
Example 168
Designing with Relationship Elements 175
Case Study _ VDA 
177 
Actors 179
Touchpoints 180
Services 181
Content 182
Chapter 6: Frames 183
#8: Business 187
Example 190
#9: People 199
Example 203
#10: Function 211
Example 217
#11: Structure 223
Example 229
Designing with Frames 
235 
Case Study _ Jeppesen 
241 
Business 243
People 244
Function 246
Structure 247
Chapter 7: Design Space 249
#12: Communication 253
Example 256
#13: Information 265
Example 269
Information in the Enterprise 275
#14: Interaction 277
Example 283
Interaction in the Enterprise 287
Example 288
#15: Operation 289
Example 292
Operation in the Enterprise 300
#16: Organization 301
Organization in the Enterprise 309
Example 310
#17: Technology 311
Technology in the Enterprise 321
Designing the Enterprise as a System 
322 
Example 323
Case Study _ SAP 327
Communication 329
Information 330
Interaction 331
Operations 332
Organization 333
Technology 334
Chapter 8: Rendering 335
#18: Signs 339
Example 342
Signs in the Enterprise 345
Example 348
#19: Things 349
Example 352
Things in the Enterprise 355
#20: Places 359
Example 362
Places in the Enterprise 367
Rendering the enterprise across channels 369
Example 370
Case Study _ BBVA 
377 
Signs 379
Things 380
Places 382
Part 3: 
383 
Chapter 9: Design Process 385
1: Prepare 388
Big Picture 
389 
Anatomy 390
2: Discover 391
Anatomy 392
Frames 393
3: Define 394
Frames 395
Design Space 396
4: Ideate 398
Design Space 399
Rendering 401
5: Validate 402
Rendering 403
Frames 404
6: Implement 405
Rendering 406
Anatomy 407
7: Deliver 408
Rendering 409
Big Picture 410
Case Study_Instagram 
415 
1: Prepare 417
2: Discover 418
3: Define 418
4: Ideate 419
5: Validate 420
6: Implement 421
7: Deliver 422
Chapter 10: Design Program 423
Strategy 424
Themes 
431 
Practice 438
Framework 444
Outlook 449
The Enterprise as a Program 
450 
The Social Enterprise 
451 
Enterprise — The Next Generation 
452 
Index 
453 
References 459
Image Credits 
462 
The Team 463
Acknowledgements 463

Textauszug

Introduction

Why Did We Call this Book Intersection?

When Jenifer Niles, then my editor at Morgan Kaufmann, proposed that name, I was intrigued.

This is a book about design, clearly. But it touches many adjacent or related areas, by approaching problems from different perspectives, aiming to bridge viewpoints and concerns, and connecting design to today’s complex social ecosystems.

Therefore, the title expresses very well one of the key themes of this publication: looking beyond the immediate task, beyond your own comfort zone and background, beyond a briefing or project scope, and embracing viewpoints and practices other than your own.

Intersection gives you a thinking model, a methodological framework, and a vocabulary to do just that. It is a resource to apply design thinking and practice to challenges you consider relevant and important to tackle. It promotes both a mindset and an approach that enables you to take a step back, and look at the big picture of everything that matters when approaching a difficult design challenge. The face of companies, organizations, public services, and other types of enterprise is changing. Formerly clear lines are fading away—between online and offline, internal and external, owned and shared, customer and user, social and business, branding and operations. When thinking holistically about a complex challenge, such distinctions just don’t seem to make much sense anymore.

One of the immediate consequences of these shifts is the need to align, bridge and connect; more and more professionals are calling themselves architects, designers, or consultants. If you are among those, you inevitably face the challenge of transforming ecosystems, regardless of your particular background, focus area, or level in an organization. Such systemic challenges go well beyond the problems of designing products, web sites, or services in isolation.

This is not a hands-on book promoting definite methods or tools to be used in such a setting. Instead, it is about the interrelationships and dependencies between the various concerns you will meet, and how to align different conceptual decisions on common course.

Every design process in such a setting involves acting in a space of great uncertainty, making a series of conceptual decisions, and producing real outcomes. It means taking risks, embarking on a journey without a defined end, and chasing opportunities as they emerge. It requires working closely with your peers, partners, stakeholders, users, and customers, as well as developing a clear vision of where you want to be. I wrote this book to help you with that task. And, more important, to have some fun in tackling your particular design challenges at the intersection of business, technology, and people.

Milan Guenther

May 2012

The Story Behind this Book

In 2007, I attended a talk at the Ecole Nationale Supérieure d’Art in Nancy, France, where I was spending a year as a student. The presentation was about a new campus that would bring together three independent schools, planning their joint future to educate the next generation of graduates. They should benefit from a vivid exchange between a school for art and design, a business school, and a technology institute, with joint classes and projects that crossed the boundaries of disciplines.

The team around Parisian architect Nicolas Michelin presented their idea of the new campus, with models and renderings of the buildings and their surroundings. They began their presentation with a thinking model, a system of interconnected concerns that drove their decisions—light, space, materials, social life, ecology, wayfinding… all aspects that have to be brought together in one coherent vision.

I have been involved in many different projects between User Experience, Information Systems, and Communications in the enterprise. The complexity of different concerns to be addressed, and the interplay of viewpoints always struck me as the most difficult challenge in design.

So I began drawing a model of what matters to my work, what has to be aligned and brought together, and I have revised and refined it over the past few years based on experience and many great conversations. This book is about that model.

Design, Strategy, and The Enterprise

When I attended design school, the term strategy was not used very often. To some design students, using design and strategy in one sentence seemed like a contradiction, mixing artistic merit with the quest for profits.

In practice, and regardless whether for profit, the relevance of strategy to design work cannot be undervalued. We have seen design projects produce results that were great by themselves, but that fail completely to deliver on the intentions of the clients commissioning them. Such projects are usually doomed even before they begin, by pre-determining the outcomes that they are expected to deliver.

Designers are used to being asked to deliver web sites, mobile apps, logos, or other things, working with a long list of ready-made requirements, or beautifying something existing, even when the problem to be solved actually lies completely elsewhere. Concerns that were considered to be outside the scope of the design project lead to random decisions in neglected areas, ultimately producing misaligned concepts and leading to failure and overall disappointing results.

At the same time, the scope of design work grows rapidly, from visuals to interactive systems and services. To step up to this challenge, designers today look beyond individual artifacts to the entire experience with a brand, a service, or an organization. Key to this is a dialogue about the strategy behind a design initiative: understanding, questioning, rephrasing, and clarifying the goals to be achieved with a task is what makes a design initiative relevant to the problem to be solved.

At eda.c, we have experienced both the failure of projects due to predetermined results and a constant expansion of the scope of our work. One concept that we found particularly relevant to exploring the actual problem behind a briefing, and setting the true scope of a project, is the notion of enterprise.

What exactly is an enterprise? Although there is no agreement on the definition and meaning of the term, it is used widely in the areas of business and IT, and has also been adopted in the world of Marketing and Branding. While the individual definitions vary, all uses share a common basic premise: that key challenges companies and other organizations face are best tackled by addressing them in a holistic and coherent fashion.

In Intersection, the enterprise can be seen as the space of market players, people, and stakeholders across the ecosystem that an organization is embedded in. It comprises the structures put in place to facilitate exchanges and transactions, such as services, channels, systems, processes, and decision rules. It provides the setting for the tools, systems, artifacts, or media we produce to address this audience.

And, finally, it also encompasses the variety of motivations, meanings, experiences, and personal contexts we are designing for in the end.

Who Intersection is For

Looking at the enterprise level means understanding one’s work in terms of the overall system. This book is for everyone involved with designing and transforming enterprises at that level and scale:

Executives and strategists looking to apply strategic design in their organizations, developing products, services, models, structures, and systems as part of a bigger whole, driving performance and competitiveness

Designers and architects working on design challenges that require expanding their view on the enterprise as a playing field, looking beyond particular domains, projects ,or intended outcomes

Consultants and technologists being caught between the views, concerns, and interests of their clients and stakeholders, and looking to employ strategic design to generate a way to move forward

Entrepreneurs and visionaries faced with the challenge of creating their enterprise from scratch, making the right decisions with regard to all relevant concerns and making their vision tangible

Intersection is especially for you if you are not exactly clear how to describe what you do, if you are always struggling with your official job title, or always creating your own roles. For some of us, this ambiguity is a part of our professional lives, and serves us well when navigating the complexity of an enterprise environment. This book is your guide on that journey.

How Intersection is Structured

This book includes 10 Chapters and is organized into three parts.

Part 1, comprising Chapters 1 to 3, describes the thoughts behind the messages of this book, and provides the basic thinking to understand enterprise-people relationships, interdisciplinary work, and a design approach to strategic challenges.

Part 2 consists of Chapters 4 to 8 and describes the Enterprise Design Framework, the main part of Intersection. It takes you on a journey across the 20 aspects we found relevant in strategic design work on the enterprise level, starting at from a set of Big Picture questions to develop a conceptual Design Space, to finally come to a Rendering of results.

Part 3 is about the practical side of strategic design work, with Chapter 9 mapping the framework to a typical design process and Chapter 10 describing...

Produkt-Details

• Erscheint lt. Verlag: 27.9.2012
• Sprache: englisch
• Themenwelt: Geschichte ► Teilgebiete der Geschichte ► Technikgeschichte
• Themenwelt: Mathematik / Informatik ► Informatik
• Themenwelt: Technik
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• ISBN-10: 0-12-388441-1 / 0123884411
• ISBN-13: 978-0-12-388441-1 / 9780123884411