Techniques for Improving Design Management Results
This issue presents a variety of ways to get the most from your design resources. Several authors discuss frameworks—based on case studies for such companies as Thomson Consumer Electronics and Kenwood—for organizing the design team and integrating consultants within the design process. Others offer analytic tools that provide a precise articulation of user needs and desires. There are summaries of approaches for quantitatively and qualitatively evaluating design and design performance and a study of benchmarking as an approach to leveraging design results.
Sage Advice for Getting the Most from Your Design Resources
Developing a Strategic Design Culture
Julie H. Hertenstein and Marjorie B. Platt
Measuring Design Management Results: A Client’s Perspective
A User-Centered Approach to Ergonomic Seating: A Case Study
Bryce G. Rutter, Anne Marie Becka, and David Jenkins
Research, Design, and Business Strategy
Robert J. Logan
Design Halo: Kenwood’s Stage 3 Home Theater
Steve McCallion and Joseph B. Richter
Design Management and New Product Development: Linking People and Process
Diane Herbruck and Steven Umbach
Science Drives Creativity: A Methodology for Quantifying Perceptions
Philip W. Swift
Analyzing and Optimizing Discretionary Information
Measuring Consumer Perceptions in the Product Development Process
Robert W. Veryzer, Jr.
Benchmarking the Design and Development Process
Nick Oliver, Lecturer, Geoff Gardiner, and John Mills
Design Equity: A Corporate Perspective
Eric M. Olson
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