Guenther Intersection

How Enterprise Design Bridges the Gap between Business, Technology, and People
1. Auflage 2012
ISBN: 978-0-12-388441-1
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 462 Seiten

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

Autoren/Hrsg.

Guenther, Milan

Inhaltsverzeichnis

1;Front Cover;1
2;Intersection
;2
3;Copyright
;6
4;Contents;7
5;Introduction
;11
5.1;Why did we call this book Intersection?
;11
5.2;The story behind this book
;13
5.3;Design, Strategy, and The Enterprise
;13
5.4;Who Intersection is for;15
5.5;How Intersection is structured;15
5.6;How to use Intersection;16
6;Part 1:
Thoughts on Enterprise Design;17
6.1;Chapter 1: The Relationship Ch allenge ;19
6.1.1;Example;20
6.1.2;Designing enterprises;21
6.1.3;Humanizing technology;25
6.1.4;Modular and Co-Created Systems;30
6.1.5;Open and Interconnected Systems;30
6.1.6;Ubiquitous and Mobile Systems;30
6.1.7;Intelligent and Adaptive Systems;30
6.1.8;Case Study _ AEG;33
6.1.9;Design Challenges;35
6.1.10;The Role of Technology;36
6.2;Chapter 2: Blurring Boundaries ;37
6.2.1;Disruptive Change;38
6.2.2;Relationship Complexity;38
6.2.3;Business Relevance;38
6.2.4;Example;39
6.2.5;Innovating across domains and disciplines
;40
6.2.6;Example;45
6.2.7;Connecting the dots;49
6.2.8;Diversity;50
6.2.9;Ownership;50
6.2.10;Respect;50
6.2.11;Integration;50
6.2.12;Socio-Economic Innovation;52
6.2.13;Techno-Economic Innovation;52
6.2.14;Socio-Technical Innovation;52
6.2.15;Enterprise Innovation;52
6.2.16;Case Study _ La 27e Région
;59
6.2.17;Design Residencies;61
6.2.18;Getting There;62
6.3;Chapter 3: The Design-Minded Enterprise ;63
6.3.1;About Strategic Design;64
6.3.2;Example;65
6.3.3;The Design of Signs;67
6.3.4;The Design of Objects;67
6.3.5;The Design of Interaction;67
6.3.6;The Design of Systems;67
6.3.7;The Design Competency
;68
6.3.8;Example;69
6.3.9;Holistic Understanding;74
6.3.10;Systemic Modeling;74
6.3.11;Enterprise Vision;74
6.3.12;Design in The Enterprise
;75
6.3.13;Case Study _ Apple;81
6.3.14;Designing an End-to-End System;83
6.3.15;Design as a Culture;84
6.3.16;Design as an Organization;86
7;Part 2:
The Enterprise Design Framework;87
7.1;Chapter 4: Big Picture;91
7.1.1;Example;92
7.1.2;#1: Identity;95
7.1.3;Example;97
7.1.4;#2: Architecture;105
7.1.5;Example;107
7.1.6;#3: Experience;115
7.1.7;Example;117
7.1.8;Designing with Big Picture aspects;126
7.1.9;Case Study _ IKEA;129
7.1.10;Identity;131
7.1.11;Architecture;132
7.1.12;Experience;134
7.2;Chapter 5: Anatomy;135
7.2.1;Example;136
7.2.2;#4: Actors;139
7.2.3;Example;145
7.2.4;#5: Touchpoints;147
7.2.5;Example;150
7.2.6;#6: Services;155
7.2.7;Example;158
7.2.8;#7: Content;165
7.2.9;Example;168
7.2.10;Designing with Relationship Elements;175
7.2.11;Case Study _ VDA
;177
7.2.12;Actors;179
7.2.13;Touchpoints;180
7.2.14;Services;181
7.2.15;Content;182
7.3;Chapter 6: Frames;183
7.3.1;#8: Business;187
7.3.2;Example;190
7.3.3;#9: People;199
7.3.4;Example;203
7.3.5;#10: Function;211
7.3.6;Example;217
7.3.7;#11: Structure;223
7.3.8;Example;229
7.3.9;Designing with Frames
;235
7.3.10;Case Study _ Jeppesen
;241
7.3.11;Business;243
7.3.12;People;244
7.3.13;Function;246
7.3.14;Structure;247
7.4;Chapter 7: Design Space;249
7.4.1;#12: Communication;253
7.4.2;Example;256
7.4.3;#13: Information;265
7.4.4;Example;269
7.4.5;Information in the Enterprise;275
7.4.6;#14: Interaction;277
7.4.7;Example;283
7.4.8;Interaction in the Enterprise;287
7.4.9;Example;288
7.4.10;#15: Operation;289
7.4.11;Example;292
7.4.12;Operation in the Enterprise;300
7.4.13;#16: Organization;301
7.4.14;Organization in the Enterprise;309
7.4.15;Example;310
7.4.16;#17: Technology;311
7.4.17;Technology in the Enterprise;321
7.4.18;Designing the Enterprise as a System
;322
7.4.19;Example;323
7.4.20;Case Study _ SAP;327
7.4.21;Communication;329
7.4.22;Information;330
7.4.23;Interaction;331
7.4.24;Operations;332
7.4.25;Organization;333
7.4.26;Technology;334
7.5;Chapter 8: Rendering;335
7.5.1;#18: Signs;339
7.5.2;Example;342
7.5.3;Signs in the Enterprise;345
7.5.4;Example;348
7.5.5;#19: Things;349
7.5.6;Example;352
7.5.7;Things in the Enterprise;355
7.5.8;#20: Places;359
7.5.9;Example;362
7.5.10;Places in the Enterprise;367
7.5.11;Rendering the enterprise across channels;369
7.5.12;Example;370
7.5.13;Case Study _ BBVA
;377
7.5.14;Signs;379
7.5.15;Things;380
7.5.16;Places;382
8;Part 3:
Enterprise Design Approach;383
8.1;Chapter 9: Design Process;385
8.1.1;1: Prepare;388
8.1.2;Big Picture
;389
8.1.3;Anatomy;390
8.1.4;2: Discover;391
8.1.5;Anatomy;392
8.1.6;Frames;393
8.1.7;3: Define;394
8.1.8;Frames;395
8.1.9;Design Space;396
8.1.10;4: Ideate;398
8.1.11;Design Space;399
8.1.12;Rendering;401
8.1.13;5: Validate;402
8.1.14;Rendering;403
8.1.15;Frames;404
8.1.16;6: Implement;405
8.1.17;Rendering;406
8.1.18;Anatomy;407
8.1.19;7: Deliver;408
8.1.20;Rendering;409
8.1.21;Big Picture;410
8.1.22;Case Study_Instagram
;415
8.1.23;1: Prepare;417
8.1.24;2: Discover;418
8.1.25;3: Define;418
8.1.26;4: Ideate;419
8.1.27;5: Validate;420
8.1.28;6: Implement;421
8.1.29;7: Deliver;422
8.2;Chapter 10: Design Program ;423
8.2.1;Strategy;424
8.2.2;Themes
;431
8.2.3;Practice;438
8.2.4;Framework;444
9;Outlook;449
9.1;The Enterprise as a Program
;450
9.2;The Social Enterprise
;451
9.3;Enterprise — The Next Generation
;452
10;Index
;453
11;References;459
12;Image Credits
;462
13;The Team;463
14;Acknowledgements;463

Leseproben

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...