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1 1. Programme Title MDes Design Management Innovation MDes Service Design Innovation MDes Luxury Brand Management Innovation 2. Unit Title Strategic Design and Innovation 3. HE Level Level 7 4. Unit Code MDES05 5. Credit Value of Unit Unit Type Mandatory Taught 7. Unit Tutor TBC 8. Breakdown of Notional Learning Hours Staff Student Contact Independent Study Hours Classes 37 Independent Study 83 (e.g. lectures, seminars and (e.g. project development, reading, supervised group activity) research and work on online forums) Supervised Access to 0 Preparation for 30 Resources Unsupervised Access to 0 Resources Total Total Total notional hours for unit Unit Introduction This unit is intended to broaden the student s perspective beyond conventional approaches to strategic design management by introducing new approaches to strategic management and implementation that have emerged in response to recent developments in technology, communication, consumer behaviour and broader social change. 11. Aims of the Unit The aim of the unit is to enable the student to: Develop a critical understanding of the nature of design strategy and its role in the management of technology, innovation and organisational change Explore and review a range of contemporary organisational issues, corporate social responsibility, sustainability, branding and innovation, in business and in the public sector, both internationally and in the UK and analyse the role of strategic design in the context of scenarios, leading also to the development of new theoretical and practical models Develop a broad knowledge of factors effecting the practice of design strategy and strategic decisions on technology, innovation and organisational change in relation to the chosen Pathways Recognise the role of strategic design and innovation in organisations and the importance to development and sustainability Postgraduate - 1 -

2 12. Indicative Content This unit aims to develop the student s competence in contemporary strategic management. It begins by outlining the contextual background to the concept of strategic design, and how it has developed over time. Design management in a strategic corporate structure involves adopting a holistic view of an organisation and its strategic goals, co-ordinating departments, and ensuring that all stakeholders contribute towards a seamless customer experience. Nurturing creativity in a strategic environment requires specific aptitudes. Students will learn to balance and co-ordinate different interests within an organisation, for instance between the design and business teams, given that designers/creatives may require a different set of management techniques. Design strategy aims effectively to reap the opportunities offered by new technologies, managing and controlling innovation to ensure that new technologies remain user-focused. In an environment of rapid technological change, the imperative is to maintain focus on the end-user, directing innovation in order to avoid wasted effort in the introduction of new technologies. Learners will be encouraged to create a business case for the use of design strategy and creative innovation. Other management and business functions will also be examined as part of a holistic perspective on the management of continuous change in environments characterised by creativity and innovation. Learners will be able to draw from skills and knowledge gained in previous units and in their specific chosen Pathways. The role of underpinning frameworks and platforms for innovation, including simulation, business modelling and collaborative versus restricted intellectual property management will be addressed. Students will gain a rich sense of forces at play in design decision-making and the techniques available to manage limited economic resource, while still innovating in the market. Students will also have to develop awareness of the relationship between design management, branding, and overall business strategy. The particular emphasis is on image, branding, and identity, using strategic design to relate customers to products and services, and to use creative thinking to align business needs with customer needs. The aim is to create products and services that can maximise profit and are also accessible and usable for customers. Design management within a strategic corporate structure adopts a holistic approach to management, employing lateral thinking and creativity in its approach to corporate and organisational structure. Postgraduate - 2 -

3 13. Unit Learning Outcomes In order to pass this unit, students must demonstrate the following learning outcomes have been achieved: Knowledge and Understanding (A) Demonstrate an advanced knowledge of the strategic planning process and its implementation and how the latter impacts on organisational and social development, precipitating significant change if innovation is to be enabled. Learning and teaching will be delivered through: - Lecturer delivered by expert course staff, invited external speakers and representatives from industry - Seminars providing the platform for group discussions, and in-depth analysis of themes encouraging collaborative sharing of ideas - Workshops students independently organise group workshops to brainstorm, mind map and work through their ideas - Tutorials individual tutorials with personal tutor - Formative Students are expected to engage in independent and collaborative learning, this is structured and supported through the teaching methods outlined above and through the learning resources available: - VLE Moodle and other online platforms - Library and learning resources - Individual Analysis Report - Group project and presentation - Learning log Postgraduate - 3 -

4 Values and Attitudes (B) Develop a strong appreciation of the impact of design strategy on business development and the importance of recognising this as a basic assumption within the field of design management. Skills (Cognitive and Intellectual) (C) Develop the ability to navigate through a variety of strategic concepts and develop appropriate practical frameworks to suit the nature of different business organisations and situations. The learning and teaching methods are designed to allow for holistic thinking, interdisciplinary practices and collaborative approach. As part of the program there will be Industry visits and also guided tours to some key destinations in London providing students with the experience of seeing and understanding lateral thinking in practice. The group events will also provide the opportunity for idea exchange, networking and socialising. This integrated and collaborative approach to teaching and learning allows for the development of multidisciplinary thinking and the development of appropriate skill sets. Students are encouraged to participate in and attend a range of pertinent in-house and London. They will be guided towards and informed of current events. Postgraduate - 4 -

5 Skills (Subject Specific/Professional) (D) Demonstrate appropriate methods of analysing and interpreting business issues in relation to suitable strategic models, developing innovative theoretical and practical frameworks and adding to the existing body of knowledge in the field. Skills (Transferable) (E) Develop effective professional level communication methods to present strategic business and management concepts to strategic business audiences. Students will be encouraged to engage critically in the literature on the topic and to this end, readings are given prior to each seminar. Seminars will be conducted in the form of interactive discussions of case studies where students will be asked to participate and contribute. Students are encouraged to become immersed in the topic of discussion. Students are encouraged to develop their independent thinking in the subject area and to be pro-active in their own professional development. The workshops are specifically designed to facilitate self-directed study and peer-to-peer collaboration. The Learning Log which students keep in an online blog format is designed to develop independent study, written communication and a record of the learning journey undertaken. 14. Assessable Elements Component Weighting % within unit Pass Mark Individual Analysis Report 75% 50% 22.5 Group Project and Presentation 25% 50% 7.5 Notional Hours (final preparation) Postgraduate - 5 -

6 15. Criteria (mapped against Learning Outcomes) Student will be assessed for: Individual Analysis Report Ability to demonstrate advanced level knowledge and critical understanding of design strategy and its role in management and innovation and in developing competitive advantage (A, C) Ability to develop challenging design management strategies which are cogently argued and effectively evidenced and are rooted in a mature sense of the wider social and economic contexts (B, C, D) New insights and critical understanding of key texts and of historic and current theoretical and contextual debates and frameworks and appreciation of the impact of an effectively implemented design strategy on business success (B, C, D) Group Project and Presentation Ability to demonstrate collaborative and team building approaches to work in the analysis and development of business strategy (C, E) Skills of organisation and communication in delivering a professional presentation (E) Learning Log Ability to demonstrate engagement with current debates and developments in design (B, C) Ability to demonstrate an advanced critical thinking on related topics (B, C) Skills of personal planning and development (E) 16. Indicative Delivery Pattern This unit runs over 7 weeks in Semester two Week 23 Introduction Lecturer and seminar Week 24 Lecturer and group project Week 25 Lecturer and seminar Week 26 Formative assessment Week 27 Academic tutorial Lecturer and seminar Week 28 Lecturer and group tutorial Postgraduate - 6 -

7 Week 29 Summative assessment Academic tutorial 17. Indicative Reading and Resources Essential Reading Lockwood, T. (2010) Designthinking: Integrating Innovation, Customer Experience, and Brand Value. New York: Allworth Press Abbing, E.R. (2010) Brand-driven Innovation: Strategies for Development and Design. London: Ava Publishing. Bruce, M. and Bessant, J. (2002) Design in Business: Strategic Innovation through Design. Harlow: Pearson Education Lockwood, T. and Walton, T. (2008) Building Design Strategy: Using Design to achieve key Business Objectives. New York: Allworth McKeown. M. (2012). The Strategy Book. FT Publishing Financial Times: London. Von Stamm, B. (2008) Managing Innovation, Design and Creativity. 2 nd Chichester: John Wiley & Sons Ed. Recommended Reading Adler, P, Heckscher, C. and Prusak, L. (2011) "Building a Collaborative Enterprise", HBR 89.7, pp Best, Kathryn (2006) Design Management: Managing Design Strategy, Process and Implementation, London: AVA Publishing Beverland, Napoli, J. and Farrelly, F. (2010) Can all brands innovate in the same way? A typology of brand position and innovation effort, Journal of Product Innovation Management, 27, pp Beuker, R., (2010) Two Faces of Social Media: Brand Communication and Brand Research DMI Review 21.1 Christensen, C.M. and Overdorf, M. (2000) "Meeting the Challenge of Disruptive Change", HBR 78.2, pp Clatworthy, S.D. (2011) "Service Innovation Through Touchpoints: Development of an Innovation Toolkit for the First Stages of New Service Development", Journal of Design 5.2 pp Clifton, R. and Simmons, J. (20093) Brands & Branding. London: The Economist Publications Postgraduate - 7 -

8 Entrepreneurship and Technology (2011) "Where's Britain's Bill Gates", Economist, 6 August, p.13 Esslinger, Hartmut (2009) A Fine Line: how design strategies are shaping the future of business, San Francisco, CA: Jossey-Bass Hatton, A. (1996) The Definitive Guide to Marketing Planning. London: FT Prentice Hall Hestad, M. (2013) Branding and Product Design: An Integrated Perspective. London: Gower Applied Research Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy. 8 th Ed. London: Pearson Education Kelley, T. and Littman, J. (2005) The Ten Faces of Innovation: IDEO s strategies for beating the devil s advocate & driving creativity throughout your organization. New York: Currency/Doubleday Kourdi, J. (2009) Business Strategy: A guide to taking your business forward. London: Profile Books Lin, M. et al (2011) "Service Design and Change of Systems", Journal of Design, 5.2 pp Lockwood, Thomas and Walton, Thomas (ed) (2008) Building Design Strategy: using design to achieve key business objectives, Design Management Institute, New York: Allworth Press Lockwood, T. (2010) Designthinking: Integrating Innovation, Customer Experience, and Brand Value. New York: Allworth Press Mintzberg, H., Ahlstrand, B. and Lampel, J. (2009) Strategy Safari. A Guided Tour Through the Wilds of Strategic Management. New York: Free Press Ries, A. (2002) The 22 Immutable Laws of Branding: How to Build a Product or Service into a World-Class Brand. London: Harper Business Ries, A. and Trout, J. (2001) Positioning, the Battle of for your Mind. (International Ed.) McGraw Hill Schmitt, B. and Simonson, A. (2009) Marketing Aesthetics. London: Free Press Severinson, P. (2011) "The Curse of (small) Business", BCBusiness, August, pp Postgraduate - 8 -

9 Verganti, Roberto (2009) Design-Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean, Boston, Mass.: Harvard Business Press Online Resources NESTA s research publications reviews and gives insight to innovation in the UK For useful case studies see: Postgraduate - 9 -

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