Business Design

Template for strategic brand building
The Brand Model Canvas is the second version of a template that allows a holistic view of your brand strategy. Based on Human Centered Design concepts, it starts by analyzing the problems that the brand solves, and triangulates market, user and company data, with a multidisciplinary, collaborative and optimistic

Design traditionally means  “a plan or drawing produced to show the look and function or workings of a building, garment, or other object before it is made".
Yet, Business Design is Rotman’s distinctive innovation methodology for finding, framing and solving business problems".  In this definition Business Design is an innovation methodology that looks much like Design Thinking for Business.
According to IDEO, the Business Design, is the Business Model design of a Startup...
In any case, in the Design Thinking view, the Business Design seems to have little to do with business architecture or a business blueprint because it does not cover the diagramatical description of a business (solution).
Yet, the perception left lingering from the naming alone, nevermind the claims, is that Business Designers are the new Business Consultants on the block since they cover Business Architecture, Capabilities, Strategy, Business Problems Solving etc. But they are not.

The paper describes the progression from a generic Business Architecture. GODS, to an industry application, a Gas To Liquids generic Business Architecture, to a Capability Map for the GTL industry with the capabilities defined on the GTL model and to ultimately a Broker model of enterprise realisation where the Broker selects and integrates  the outsourced Off-The-Shelf BCaaSs (Business Capabilty as a Service) with the enterprise capabilities. Ultimately a supplier or broker provides an Enterprise Capability as a Service for an industry which provides most functions of the shelf.

Designing in and for transition, within contexts of constantly changing certainties and boundaries, demands new models of pedagogy; capable of building deep competencies within students beyond the studio’s borders.
Academia is facing radical disruption as students demand a redefinition of education (Traitler, Coleman and Hoffman, 2014). This transformation must be applied within design education. How do we educate designers to design for present ambiguity and future uncertainties in a world with radical complexity and wicked problems?

Parsons ELab is a design-driven academic business incubator and research lab with the ambitious mission to develop a distributed academic incubation model.
Our research investigates how to transition design education and its evaluation, create models for future academic distributed incubators, and new research methodologies to incubator and accelerator research.

Conventional incubation research is focused on understanding the financial impact of incubees through their period of incubation (Messeghem et al, 2017). Parsons ELab has developed a mix of deep qualitative and quantitative research over the past four years.

Our research offers us a unique perspective in evaluating the educational, financial and social impact of our program. We find a need to challenge conventional approaches to both entrepreneurship research and education. Our findings develop necessary practices in the implementation of a distributed academic incubator model.

ELab continues to refine its methodology as it works towards a roadmap for other educational institutions seeking to encourage design-driven entrepreneurship. Our work expands definitions of impact to include the cultural and environmental. As we identify new transitions and needs for design-driven, entrepreneurially-focused education, we look to develop new pathways for design students to develop critical competencies.

Designing in and for transition, within contexts of constantly changing certainties and boundaries, demands new models of pedagogy; capable of building deep competencies within students beyond the studio’s borders.
Academia is facing radical disruption as students demand a redefinition of education (Traitler, Coleman and Hoffman, 2014). This transformation must be applied within design education. How do we educate designers to design for present ambiguity and future uncertainties in a world with radical complexity and wicked problems?

Parsons ELab is a design-driven academic business incubator and research lab with the ambitious mission to develop a distributed academic incubation model.
Our research investigates how to transition design education and its evaluation, create models for future academic distributed incubators, and new research methodologies to incubator and accelerator research.

Conventional incubation research is focused on understanding the financial impact of incubees through their period of incubation (Messeghem et al, 2017). Parsons ELab has developed a mix of deep qualitative and quantitative research over the past four years.

Our research offers us a unique perspective in evaluating the educational, financial and social impact of our program. We find a need to challenge conventional approaches to both entrepreneurship research and education. Our findings develop necessary practices in the implementation of a distributed academic incubator model.

ELab continues to refine its methodology as it works towards a roadmap for other educational institutions seeking to encourage design-driven entrepreneurship. Our work expands definitions of impact to include the cultural and environmental. As we identify new transitions and needs for design-driven, entrepreneurially-focused education, we look to develop new pathways for design students to develop critical competencies.

Ferramenta para planejamento, construção e gestão de experiências de marca. Orientada ao Human Centered Design esse modelo fornece todas as etapas onde a experiência é validada e construída e as compara com o olhar do usuário e sua interação com o produto ou serviço.

Either dealing with products, communication or services, design projects present an increased complexity that calls for the collaboration of multidisciplinary experts. This generates a large pool of creative ideas coming from different perspectives, which have to be stirred towards a concrete outcome. In the same time an important factor that leads to a successful project is the team management and the apprehension of the frictions that could influence the creative flow of the collaboration. After a review of several literatures which have taken into consideration the importance of conflict mitigation and the role of designers as process facilitator in the creative team, the paper intends to address the following question: what if the exercise of power and influence could lead to more innovative solutions, revealing meaningful contributions otherwise discarded in the effort to reach consensus? The main objective of the paper is to propose a different perspective on the creative design management, suggesting that controversy can be seen as an important factor, which has the potential to control the leadership within the team and reveal new alternatives in the design process.

El artículo propone que investigadores y profesores de instituciones de educación superior pública de México, enfrenten el reto de describir, interpretar, evaluar y diagnosticar el negocio delictivo de comercializar gasolina y diesel extraído subrpeticiamente de ductos, refinerías y terminales marítimas/terrestres de la paraestatal Petroleos Mexicanos.  A partrir de que hay evidencia que esta cuasi organización empresarial fue concebida y es operada por empleadores, trabajadores y CEOs de PEMEX, se apunta que un enfoque innovado de la teoría de la intraemprenduría (“intrapreneurship”), podría guiar el estudiio científico sistemático del objeto de estudio.  Éste se denomina transitoriamente como una empresa ilícita que opera en un giro de negocio ilegal, a la cual se le denomina transitoriamente  COCOROB SVA de CSC: Comercializadora de Combustible Robado a Pemex, Sociedad VERDADERAMENTE Anónima de Capital Semi Concentrado.  Es sugerida la formación de una fuerza de trabajo interinstitucional e interdisciplinaria de académicos de lo administrativo, cuyo nucleo se sitúa en el nivel de posgrado del Instituto Politécnico Nacional.  Su tarea iniciaría con la formulación de hipótesis sobre cómo se comportan,en 2019, 35 variables orientadas a caracterizar las categorías de riqueza,  cultura organizacional y poder/autoridad en esta empresa delictiva lanzada y operada por intramprendedores pemexianos. Este esquema hipotético tiene plausibilidad, dado que su construiría con pistas sobre la realidad empírica de esta cuasiempresa, contenidas en citas textuales de porciones de conferencias de prensa y en eventos públicos del presidente 2018-2024 de los Estados Unidos Mexicanos.

Effectuation and designing: approaches between fundamentals of entrepreneurship, management and design. This article aims to understand Saras Sarasvathy’s concept of effectuation in relation to the notion of designing as found in the practice of Architecture and Design. Approaching the two concepts mobilizes common issues to design, entrepreneurship and management, such as prediction, control, and uncertainty. In search of a theoretical and practical solution to the problems of the predictive logic and strategy, Sarasvathy makes use of the idea of effectuation, by which an individual agent is capable of defining its objectives as per the resources at hand, well aware of the contingent nature of the consequences of its actions. Considered also as an action, and not solely a method, designing can help illuminate the contradictions intrinsic to intentional actions taken in scenarios of deeply uncertainty.

Management and IT consulting firms, as well as large corporations, have started bringing human-centred design capabilities in-house through the acquisition of design agencies and design talent. At the same time, Service Design agencies are moving into Business Design to increase the business relevance of their projects for clients.

This is happening in response to a growing number of organisations struggling to find solutions to achieve digital capabilities, meet customers’ expectations, and deliver consistent quality of service across different channels. This chapter shares a number of observations on how the Service Design Studio Livework is tackling the shift toward Business Design. It also describes the consequences of this transition in relation to the agency’s processes as well as the consequent outcomes for clients.

Design is enjoying a powerful renaissance. From its beginnings in building and industrial design, to today’s service, customer experience and organizational design, it has evolved into the ‘killer’ creative and strategic ‘app’ for business. Learn about why design-driven companies are leading the S&P index. Develop an understanding of the mindset required to navigate business innovation in today’s uncertain economic climate. Discover how business designers are crafting the future -- with a human- centred skillset and technology-enabled toolset.

Scholars and researchers are currently looking into the ways in which design thinking and design methods serve the organisation in reorienting and changing itself around the needs of the people they serve [1,2,3,4]. However, there are still few examples that allow us to gain insights of how this works in practice. This paper explores how design thinking can enable and contribute to the process of change implementation throughout the organisation building on insights and lessons learned from a recent project, in which design in the organisation was a core focus.

Business Design is broadly defined as a human-centred design approach to business innovation. Human-centred design puts the intended user/consumer at the centre of the innovation process. The concept was first introduced by Roger Martin over 10 years ago at the Rotman School of Management and has evolved into a critical approach for sustained corporate innovation and a curriculum for innovative leadership. This article  offers a definition and value framework for Business Design.

In Egypt, SMEs make up a significant percentage of the national economy in terms of wealth and the rate of employment. However, a very low percentage of contribution has been identified in terms of the manufacturing’s value-added innovation. This research investigates the barriers to design and innovation faced by the SMEs working in the creative sector in Egypt. It is based on three main assumptions: 1) the creat vive SMEs are playing a role in the Egyptian economy; 2) these companies are adopting a design and innovation process in order to achieve innovation; and 3) there are barriers that face these companies and stand as obstacles to achieving innovation. These assumptions are based on the hypothesis that improving the design and innovation processes inside SMEs can have a positive impact on the firm’s performance in terms of profitability, competitiveness, and market value.
The study posits that, while there is an understanding of the importance of design and innovation in businesses within Egypt, firms still see it from the narrow perspective of product development, rather than as a broader approach to their business. While firms either adopt or welcome design and innovation processes within the organization, they face internal and external barriers that prevent them from achieving innovation and creativity. A primary research was conducted based on a questionnaire. Interviews to investigate these barriers and provide recommendations can be adopted in a form of an “Egyptian Design Policy” in order to improve the creative SMEs’ business performance and contribution to the national economy.

Herbert Simon é hoje um dos autores mais importantes no campo do design, e seu livro The Sciences of the Artificial (1969) é considerado um marco no desenvolvimento da teoria do design. Simon defende a existência de uma nova ciência que se ocupa com “como as coisas podem ser”, em contraste com as ciências naturais que estudam “como as coisas são”. Porém, sua base e objetivo teóricos diferem consideravelmente dos princípios do design moderno, sobre os quais o campo se constituiu. Assim, para compreender sua influência, é necessário investigar sua vida e obra, bem como o processo pelo qual sua teoria foi aceita. Neste artigo, considera-se apenas os primeiros principais marcos literários desse processo, que prossegue atualmente com uma pesquisa em design agora ligada aos princípios da administração e do planejamento.

Interviewed by Peter Chadwick, Angèle Beausoleil, a lead faculty on Rotman’s Executive Leadership: Innovation and Strategic Stability program, admits there’s an apparent oxymoron in its title – ‘innovation’ and ‘stability’ are strange bedfellows. Innovation can be incremental but can also involve transformational change, surely the opposite to stability?
Beausoleil, an Assistant Professor at Rotman School of Management, says business leaders still tend to use binary thinking and trade-offs, “when they need to shift towards more hybrid thinking, more ambidexterity and agility.” With this in mind, we should think of strategy as being “a conceptual path forward” and stability as meaning “resilience,” rather than that there are no bumps in the road or unforeseen challenges. And so, innovation and stability can cohabit and are in fact both essential for sustained corporate success.

Sabe-se que a palavra design apresenta uma pluralidade de significados, abrangendo um grande número de profissões. Ao que tudo indica, o termo design se refere, simultaneamente, ao verbo, que denota uma atividade projetiva, um processo profissional ou não, de concepção ou organização de sistemas, e ao substantivo, que representa uma determinada classe de profissões ou de saídas de processos projetivos, como produtos e serviços. Não obstante, o termo design, popularmente, se refere às saídas de determinados processos projetivos, reduzindo-se à aparência de peças gráficas, produtos industriais, espaços interiores, etc. Nesse sentido, frequentemente, as organizações atribuem design a determinadas práticas profissionais, reduzindo a atividade a seus produtos tidos como tradicionais. Nessa perspectiva, por exemplo, o design industrial se encarrega de projetos para o núcleo fabril, como bens de consumo, máquinas, ferramentas e equipamentos. No entanto, ao longo das últimas duas décadas, o design e o pensamento do design têm recebido crescente atenção nos ambientes organizacionais. Ao que tudo indica, isso se deve, em grande parte, ao reconhecimento do design de produto e de serviço como recursos competitivos, à medida que algumas importantes organizações se engajaram como lideranças em design. Ainda assim, grande parte das pesquisas sobre design e organizações se referem à investigação de habilidades, métodos e técnicas relativas a uma determinada classe de profissões. Como resultado, circunscreve-se as discussões sobre o processo projetivo, levando a um distanciamento da transdisciplinaridade inerente ao design. Isto é, estabelece-se fronteiras entre disciplinas como o design e a gestão, tratando-as como dois grupos por separado, e não contemplando a atividade projetiva como uma competência em comum. Nessa perspectiva, cabe questionar se o pensamento do design seria a essência do projeto organizacional, entendendo a própria organização como resultado de um projeto. Dessa maneira, esse artigo discute a relação entre design e organizações em um campo ampliado, entendendo a atividade projetiva como um conhecimento comum a designers e gestores. Para isso, vale-se, essencialmente, do pensamento de Richard Buchanan e Saras D. Sarasvathy, fazendo uso de suas discussões sobre o pensamento do design como base para a discussão dos processos decisórios de causation e effectuation. Desse modo, localiza as discussões sobre o processo decisório no âmbito da estratégia da ciência do design, e aponta para a ampliação desses objetos de estudo através de outras estratégias de pesquisa.