Design Management Metrics: Assessing Quality and Outcomes
At the General Services Administration where I work—and, I am sure, at innumerable other businesses—we are reminded periodically that “what gets measured, gets done.” The corollary is that our metrics count the things that improve performance—customer satisfaction, building performance (we are a real estate organization serving federal agencies), project schedules, and the like.
Why should design management be any different? If design managers want to convince others they have an impact, then they should see to it that their impact is measurable. The articles in this issue do just that. They bravely explore arenas many avoid, articulating what specifically should be measured and how to take those measurements. And they offer bottom-line examples.
The Holy Grail of Design Management
Deborah Mrazek, Sam Lucente, Katherine Wakid, and Steve Sato
50 Percent Wasted: Insignts to Improve Packaging Success Rates and ROI
Maximizing Design Investment
Evaluating Design: Understanding the Return on Investment
Anna Wincher, Gisele Raulik-Murphey, and Gavin Cawood
Measuring Design Management Results: Assessing the Quantitative and Qualitative
Inspiring Design-Informed by Metrics
Soren Petersen and Peter Phillips
How Design Can Improve Firm Practice
Gerda Gemser, Marina Candi, and Jan van den Ende
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