tci 2014 design for clusters and clusters for design
DESCRIPTION
By Thit Juul Madsen, presented at the 17th TCI Global Conference, Monterrey 2014.TRANSCRIPT
Design for Clusters and Clusters for DesignThit Juul Madsen
Parallel 3.2 Topics on New Cluster Trends
12 November 2014
#TCI 2014, Monterrey
D2i – Design to innovateDesign for Clusters and Clusters for Design
Thit Juul Madsen, head of secretariat
D2i – The Danish Design Cluster
The Region of Southern Denmark
Regional smart specialisation
Welfare TechHealth- and Social Innovation
www.welfaretech.dk
D2i - Design to innovateDesign-Driven Innovation
www.d2i.dk
CLEANSustainable energy
www.offshoreenergy.dk
Offshoreenergy.dkOil & Gas and Renewables
www.offshoreenergy.dk
A Design
To Design
Strategic Design
Strategic
Design
Surrounding
World
Resources Strategy
Irrelevant
Unfocused Unrealistic
D2i
/ As a design clusterA formation of large and smaller companies
University, business and trade schools and
world class design school
/ An innovation programmeA large scale innovation programme
embedding design capabilities
Value Curve
RESEARCH & DEVELOPMENT
DESIGN
PROTOTYPING
PLANNING PRODUCTION
INTERNAL LOGISTICS
MAINTENANCE
ETC. ASSEMBLY
QUALITY
MANAGEMENT
LOGISTICS
SALES
MARKETING
BRANDING
ADDED VALUE
+ +
PRE-PRODUCTION TASKS PRODUCTION TASKS POST-PRODUCTION TASKS
The Future of Industry in Denmark - Stan Shih, Acer Group
The value of design
Design Management Institute 2013
Design-Driven Companies outperfom S&P by 228% over
a 10 year period according to the DMI Design Value Index
0.0
4.0
8.0
12.0
16.0
2006 2007 2008 2009 2010
No design use
Strategic Design use
Profitability
A Swedish study of 300 companies over a 8 year period,
shows up to 50% better profits for companies that use design.
Teknikföretagen 2011
The Design Council Design Index shows the design
aware companies has out-performed the FTSE 100 by
more than 200% over the past decade.
Design Council 2007
Erhvervs- og Byggestyrelsen 2008
There is a 22% difference in value between companies
using design as an integral part of innovation and
development processes, and companies that only use
design as styling and finish.
Why Design?
Optimisation and increased productivity is
important. But if we seriously want to
improve our competitiveness, it takes
more than adjustments and adaptation.
There is no way around strategic use of
design, because design connects a
profound understanding of the
surrounding world and the users with
product and business development.
Thit Juul, D2i
The right foundation
Other clusters
/ CLEAN
/ Welfare Tech
/ OffshoreEnergy.dk
Companies
/ More than 300 SMEs (over 1.000 persons)
participating in:
/ Design introductions
/ Design Camps
/ Sustainability processes
/ Research projects
Research & Education
/ University of Southern Denmark
/ Design School Kolding
/ University College South
/ Business Academy South
Funding & Captial
/ Region of Southern Denmark Growth
Forum
/ Bjert Invest
In the future also:
/ Interreg 5A
/ Horizon 2020
/ Creative Europe
/ COSME
Public
/ Region of Southern Denmark
/ Invest in Denmark
/ Danish Design and Architecture
Initiative
/ Municipality of Kolding
/ Municipality of Billund
The partners
behind D2i
/ LEGO Group
/ Bjert Invest
/ Dong Energy
/ Design School Kolding
/ University of Southern
Denmark
/ The Region of Southern
Denmark
/ Municipality of Kolding &
Billund
Companies
involved
SMEs with in
/ Production
/ Services
/ Sales
/ Consulting
Organisation
BOARD
SECRETARIAT
CLUSTER ORGANISATION
PROJECT
PARTNER A
PROJECT
PARTNER B
PROJECT
PARTNER C
PROJECT
PARTNER D
The services D2i offer
/ Design Updates
/ Design training programmes
/ Design workshops and seminars
/ Design consultations
/ Design Camps
/ Methods, tools and models
/ Research papers and reports
D2i - New Knowledge
GUIDE /
Side 2
–
Til højre /Designkapacitetsmodellen
DESIGN CAPACITY MODEL
– WHY?
The Design Capacity Model is developed
in the D2i – Design to innovate project by
Professor Poul Rind Christensen and Post
Docs Susanne Jensen, Marianne Storgaard,
Pia Storvang and Kiki Mikkelsen from the Uni-
versity of Southern Denmark. The model is
developed to help paint a picture of the use
of design in companies. The model serves to
give a systematic - but not complete - overview
of a company’s potential for strengthening
its innovative and competitive performance
through design initiatives.
The strength of the Design Capacity
Model is that it involves several dimensions
to describe the design practice of the com-
panies. In consequence there may be several
ways to improve the design potential of the
company. Thereby the model incorporates a
dynamic perspective which means that the
companies may work towards a desired level
for their design practice.
PURPOSE & APPLICATION
The Design Capacity Model is based on 5
dimensions which measure how prepared the
company is to bring design into play to support
development and growth of the company.
Additionally, the model includes the framework
conditions the company is working under by
measuring the company’s status. Together,
the 5 criteria and this status form a general
impression of the company’s framework con-
ditions, its design management capacity and
the use of design.
The Design Capacity Model cannot stand
alone, but must be seen in connection with
the impressions of the company that occur
through interview(s), consultations or other
contacts with the company. Also be aware
that the choice of the contact person(s) will
colour the picture.
The model has several applications.
Firstly, it can be used to identify the company’s
design management practice and to compare it
with other companies. Secondly, it can be used
as a dialogue tool, at e.g. design consultation
or other development activities. Thirdly, the
model can be used as basis for discussions
in the company about how the company wish
to improve its design capacity in the next few
years. This is done through measuring of status
and of wishes for the future. Furthermore, the
model enables measuring the current use of
design and the desired future.
1. Design awarenessWho are the design thinkers?
All employees
see design as an
important factor
Design is present
in specific departments
Both internal
and external
designers
Internal
designers/
design
department
External
designers
engaged
No
designers
employed
Technology
driven innovation
Top management
- on the strategic agenda
Supplyer
driven innovation
Design is seen as
a possibility
Market (user/customer)
driven innovation
No one
Design driven innovation
(vision, market og technology)
5. Design capabilitiesDesign capabilities
originate from?
4. Innovation driversWhat drives the
innovation processes?
3. Engagement of usersHow are users engaged?
2. The importance of design
in internal processesDesign is used in?
No engagement
Not important
Product and service develop-
ment, including finish and styling
Production processes
Innovation projects
Strategy and
management
Marketing
User surveys and user feed-
back
User observations
and focus groups
Users are engaged in
processes in the company
User communities
and lead users
D2i © 2014
Figures /
Examples of 6 different companies’ design capacity models.
D2i - New Competencies
D2I members
Companies Utilise Design
54%
46%
Companies that utilise design Companies that do not utilise design
68%
32%
The percentage of companies in the Region of Southern Denmark that utilise design has
risen from 54 per cent to 68 per cent from 2010 to 2013.
2010 2013
Source — The Region of Southern Denmark, 2014
Changing expectations
71
39
57
35
44
59
31
35
8
21
0 20 40 60 80
An increased turnover
More employees
Greater exports
To make new investments
To launch new products and services
Companies that utilise design Companies that do not utilise design
Source — The Region of Southern Denmark, 2014
Companies in the Region of Southern Denmark who utilise design believe themselves to
perform better than companies that do not utilise design.
Percentage of companies in the Region of Southern Denmark who expect:
CASE: ISOVER
Insulation materials
Used strategic design to:
/ Move from product sales to
project sales
/ Create new revenue streams on
services and consulting
/ Move up the value chain
ISOVER
Headquarter Vamdrup
Established 1935
Emloyees 205
Turnover (2012) EUR 46 mio.
CASE: EASYFOOD
Convenience foods
Used strategic design to:
/ Engage employees in product
development
/ Divide products into “collections”
/ Differentiate products on quality
and price
/ Reduced waste and increased
revenues
/ Increase local job creation EASYFOOD
Headquarter Kolding
Established 2000
Emloyees 103
Turnover (2012) EUR 24 mio.
Connecting the dots
What’s next for D2i?
/ D2i is moving into a new phase – Version 2.0
/ Developing from project to cluster organisation
/ The role of D2i is strategic planning and coordinating
with all the players in the design cluster
/ Establishing partnerships and securing funding
Tools to move forward
Internationalisation
/ We are interested in international
collaborations and co-operation
projects
/ More fruitful collaborations like
the current one with Glasgow
School of Art
/ In areas where design can make a
difference
/ To help foster innovation and
drive change
Get in touch
Thank you!
www.d2i.dk