Despite the concept of design being in existence for a long time, design management is a discipline formalised quiet recently, that is, in the 20th century (Chambers, & Northedge, 2008). For purposes of enhancing and ensuring design processes are successful, effective, and efficient, the concept of design management has continued to receive significant attention not only amongst the designers but also scholars (Maeda, 2006). Design management is about controlling creative processes while at the same time supporting the culture of creativity with the aim of assisting the development of new products or services that would solve a problem or meet a specific need. Design management entails the use of processes, decision making, and strategies at the centre for creativity and innovation (Bergstrom, 2008). Design management was formalised in order to ensure that design strategies and activities are in line with larger organisational or business strategies for businesses. In addition, design management is a concept that was started to ensure the quality of the design outcomes (Chambers, & Northedge, 2008). Design outcomes are to solve specific problems or meet certain needs. It is through the design management concept that aligns such outcomes to their intended purposes. The other purpose of formalising the design demand was for user prioritisation (Maeda, 2006). Even though there has been an increased designing process in all the industries or fields, it is important for the outcomes to focus on users. Some designers may engage in designing at the expense of users. Therefore, with the coming of design management, design activities and outcomes have focused more on the user than the originator.
While taking design at its simplest definition of an outcome to solve identified problems and management as activity focusing on people and processes, design management is then seen as a way of bringing leadership into the entire process (Bergstrom, 2008). Leadership provides the needed direction for designers throughout the different stages of designing. As opposed to being reactive, leadership that is encompassed in the design management is proactive. Proactive leadership within the design management will always ensure that all the activities and outcomes are pre-determined (Chambers, & Northedge, 2008). Whereas management is about doing things right and leadership is doing the right things, their combination in design management stretches miles ahead especially in pursuit of successful outcomes that would solve problems or meet identified needs (Maeda, 2006). A number of designing programs or activities benefit significantly from management. Without adequate management and leadership, the process of innovation and creativity is unlikely to be successful. Creativity and innovation, which are at the epicentre of design, require good guidance that is effective (Chambers, & Northedge, 2008). Leadership and management to a large extent provide room and encouragement for enhanced creativity and innovation, which will then affect the outcome of designing processes. Designing entails a number of stages, which can only be effective with the right leadership or management to steer things forward (Bergstrom, 2008). It is from these perspectives that the concept or discipline of design management was formalised.
References
Bergstrom, B. (2008). Essentials of visual communication. Laurence King.
Chambers, E. and Northedge, A. (2008). The arts good study guide. 2nd ed. Milton Keynes: Open University Press.
Maeda, J. (2006). The Laws of Simplicity. Cambridge MA: MIT Press.
PaulDongOfficialBlog 