Abstract
The conclusion summarizes the keys to innovating through design. Additionally, the chapter will elaborate on the future of design management as a discipline and why more than ever before, design school could be a viable decision for executives and designers looking to harness the power of design to innovate products and services so that they can transform their organizations.
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Notes
- 1.
The Anderson and associates (2015) study drew on data sets from two large convenience store chains in the United States. The data was comprised of 8809 products from the beauty, consumer health care, edibles, and general merchandise categories. Of that number, 3508 (40%) survived the three-year analytical frame.
- 2.
Small and medium business enterprises (SMEs) are defined by the number of employees. According to the United States Small Business Administration, an SME is an organization with less than 500 employees. In the European Union, an SME is a company with less than 250 employees. A subclass of SMEs is micro-SMEs, which are firms with less than 10 employees.
- 3.
The statistics for Harvard’s Graduate School of Design enrollments can be found here: http://www.thecrimson.com/article/2016/10/20/GSD-growth-brings-change/.
- 4.
The enrollment and tuition fees for USC’s Iovine and Young Academy Design online master’s degree can be found here: https://design.usc.edu/admissions/tuition-and-financial-aid/.
- 5.
Information regarding IDEO U. can be found here: www.ideou.com.
- 6.
Chapter 12 focused on the Homburg, Schwemmle, and Kuehnl scale published in a 2015 issue of the Journal of Marketing. The authors’ paper was the recipient of the journal’s Paper of the Year award based on the design scale’s parsimony and rigorous data collection procedures. Yet, the scale is just one of many that proliferate the marketing literature. Other examples include:
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Jindal, R. P., Sarangee, K. R., Echambadi, R., & Lee, S. (2016). Designed to succeed: Dimensions of product design and their impact on market share. Journal of Marketing, 80 (July), 72–89.
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Moon, H., Park, J., & Kim, S. (2014). The importance of an innovative product design on customer behavior: Development and validation of a scale. Journalof Product Innovation Management, 32(2), 224–232.
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Noble, C. H., & Kumar, M. (2010). Exploring the appeal of product design: A grounded, value-based model of key design elements and relationships. Journalof Product Innovation Management, 27(5), 640–657.
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References
Anderson, E., Lin, S., Simester, D., & Tucker, C. (2015). Harbingers of failure. Journal of Marketing Research, 52(5), 580–592.
Chen, S., & Schiele, K. (2017). Positioning SMEs with a lone designer: A qualitative study of small design firms. Journal of Marketing Theory and Practice, 25(3), 213–233.
Florida, R., & Goodnight, J. (2005). Managing for creativity. Harvard Business Review, 83(7), 124.
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Chen, S. (2019). Conclusion: The Keys to Successful Design. In: The Design Imperative. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-78568-4_13
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DOI: https://doi.org/10.1007/978-3-319-78568-4_13
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