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Managing Design Concepts (Vol.4 No.4)

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Managing Design Concepts


Everybody knows creative concepts are essential to success. Fewer managers, however, know how to make this kind of creativity part of the ongoing life of a company. That is the challenge addressed here. Authors distill elements and methods that contribute to identifying and refining strong concepts. They analyze the organizational structures and leadership that support creativity. Several explore the link between customers and new-product ideas. Others comment on special concept-development topics such as technology, regulation, environmental concerns, and the need for better US laws to protect innovative product designs.




Designing Concepts: Blending Creative Freedom and Hard Facts 

Thomas Walton

The Soup, the Bowl, and the Place at the Table
David Walker

Concept Development Strategies
Michael Livolsi

Cross-Functional Teams in Design: A Case Study of the Thermos Thermal Electric Grill
William Faust

Information Asset Map and Cumulative Concept Translation in Product Development
Takahiro Fujimoto

Concept Development for High-Technology and Medical Products
Brian L. Vogel

Maximizing Designers’ Impact on Market Success through Product Definition
Edith Wilson

The Megateam Design Process: Adding a New Dimension to Concurrent Development
Deanne Beckwith and David Harris


Concept Engineering: A Complete Product-Concept Decision-Support Process

Gary Burchill

Innovate or Suffocate
Alex J. DeDominicis


US Policy’s Effect on the Economic Value of Design

Cooper C. Woodring

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