Page 107 - Faganel, Armand, in Vera Fois. 2018. Dizajnerska kultura in nagrada za oblikovalske dosežke. Koper: Založba Univerze na Primorskem.
P. 107
Summary 107
design management started to develop, which offers some practical ad-
vice and solutions to companies. Authors Borja de Mozota (2003), Brown
(2009), Jenkins (2009) and Best (2010) say that design management sup-
ports, above all, the development of a culture of corporate design, which
should bring competitive advantages to companies. These authors point
out that the key dimension of competitive advantage is branding and in-
novation. Julier (2014), who defined the culture of design, highlights the
mark as a connecting link.
Many authors highlight innovation as a key process in the company.
Lee and Benz (2015) confirm that innovation is the main source of dif-
ferentiation and competitive advantage in an increasingly complex and
rapidly changing business environment of the 21st century. Russell-Ben-
nett and Baron (2015) argue that only new, fresh thinking drives the de-
velopment.
Slovenian companies also operate in a global environment that is
changing rapidly, so they need to respond quickly and flexibly to chang-
es. Changing and fast responsiveness can be achieved through the oper-
ating mode, that is, using the designing mindset. One way of increasing
competitiveness is therefore the promotion of designer thinking and de-
sign culture in companies.
Johansson-Skoldberg, Woodilla and Cetinkaya (2013, 121) describe
the paradox when they say: In a managerial environment, design think-
ing is defined as the best way to be creative and innovative. In the design
environment, design thinking is partially ignored and taken as something
self-evident. “Authors establish two concepts, namely “being”and” think-
ing “. Forming thinking and identity (being). In this, authors use two dif-
ferent expressions, the first being design thinking, as used in the business
world, while others designerly thinking, as used in the design environ-
ment. Thus, design thinking is designed as a simplified version of design-
er thinking. Ross (2015) argues that design thinking is something that is
already inherent within human cognition; it is a key part of what people
do. Rosenberg, Chauvet and Kleinman (2015) believe that design think-
ing can be a source of competitive advantage if it is embedded in corpo-
rate culture as well as in strategies, processes and practices, systems and
structures. When companies use or want to use design thinking in their
environment, Buchanan (1992) says that it is important to think about
how to solve complex problems where multiple solutions are possible.
Within this managerial discourse, design thinking continues to be
divided into a way of managing design and innovation as managing and
design management started to develop, which offers some practical ad-
vice and solutions to companies. Authors Borja de Mozota (2003), Brown
(2009), Jenkins (2009) and Best (2010) say that design management sup-
ports, above all, the development of a culture of corporate design, which
should bring competitive advantages to companies. These authors point
out that the key dimension of competitive advantage is branding and in-
novation. Julier (2014), who defined the culture of design, highlights the
mark as a connecting link.
Many authors highlight innovation as a key process in the company.
Lee and Benz (2015) confirm that innovation is the main source of dif-
ferentiation and competitive advantage in an increasingly complex and
rapidly changing business environment of the 21st century. Russell-Ben-
nett and Baron (2015) argue that only new, fresh thinking drives the de-
velopment.
Slovenian companies also operate in a global environment that is
changing rapidly, so they need to respond quickly and flexibly to chang-
es. Changing and fast responsiveness can be achieved through the oper-
ating mode, that is, using the designing mindset. One way of increasing
competitiveness is therefore the promotion of designer thinking and de-
sign culture in companies.
Johansson-Skoldberg, Woodilla and Cetinkaya (2013, 121) describe
the paradox when they say: In a managerial environment, design think-
ing is defined as the best way to be creative and innovative. In the design
environment, design thinking is partially ignored and taken as something
self-evident. “Authors establish two concepts, namely “being”and” think-
ing “. Forming thinking and identity (being). In this, authors use two dif-
ferent expressions, the first being design thinking, as used in the business
world, while others designerly thinking, as used in the design environ-
ment. Thus, design thinking is designed as a simplified version of design-
er thinking. Ross (2015) argues that design thinking is something that is
already inherent within human cognition; it is a key part of what people
do. Rosenberg, Chauvet and Kleinman (2015) believe that design think-
ing can be a source of competitive advantage if it is embedded in corpo-
rate culture as well as in strategies, processes and practices, systems and
structures. When companies use or want to use design thinking in their
environment, Buchanan (1992) says that it is important to think about
how to solve complex problems where multiple solutions are possible.
Within this managerial discourse, design thinking continues to be
divided into a way of managing design and innovation as managing and
