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Design leadership:
Scaling design impact in your
organization
Giulia Calabretta
Associate Professor
Delft University of Technology
g.calabretta@tudelft.nl
From industrial design to strategic design
which benefits the impact of the end result (figure
4). It will increase their footprint.
Figure 4: a bigger role for the designer Figure 6: the tot
Van Erp, 2011
What is Strategic Design?
The use of design principles and practices to guide
the co-formulation and co-implementation of an
innovation strategy toward outcomes
that benefit people and organizations alike.
Calabretta, Gemser and Karpen, 2016
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
A design paradox
Associate Professor Strategic Value of Design (Delft
University of Technology)
Director of the Master Program Strategic Product
Design (Delft University of Technology)
Consultant and coach on design strategy and design
scaling
Myself - An ambassador of Design Leadership
Goals of today
• Develop collective knowledge on
design leadership
• Discuss design leadership styles
• How to act as a design leader
The agenda
• 9.00 Introduction
• 9.30 The design leadership
matrix (theory and practice)
• 10.30 Break
• 11.00 3-step process for scaling
design (theory and
practice)
• 12.20 Final remarks
• 12.30 End
How we work
Share research-based knowledge
Learn from each other
Hands-on exercises
Discussion moments
Meet each other
Name, job, company
Main challenge in being an
effective design leader? (Plenary)
The leader of a dual process
Design excellence + Design scaling
SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0
Design Leadership at SAP
WHERE TO START?
Design leadership style
by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)
running the project. Plotting these factors
on a vertical and horizontal axis leads
different circumstances, and how to lead
a project accordingly.
ng the
tances: shared
nd ownership
3.2 strong ownership
weak ownership
a diffuse vison a shared vision
1 2
3 4
Deciding factors:
- Is there ownership?
- Is there enough in the budget?
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
Figure 3.1: Assessing the circumstances
Two aspects to set up your design leadership style
1 Is there a shared vision for scaling design?
weak ownership
a diffuse vison
3
Deciding factors:
- Is there ownership?
- Is there enough in the budget?
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
Figure 3.1: Assessing the circumstances
vision for the project, and a clear sense
of ownership within the organization
running the project. Plotting these factors
on a vertical and horizontal axis leads
(Figure 3.1). In the follow
we offer guidelines on ho
different circumstances,
a project accordingly.
Assessing the
circumstances: shared
vision and ownership
3.2 strong ownership
weak ownership
a diffuse vison
1
3
Deciding factors:
- Is there ownership?
- Is there enough in the budg
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
Figure 3.1: Assessing the circumstances
ership within the organization
g the project. Plotting these factors
rtical and horizontal axis leads
we offer guidelines on how to detect these
different circumstances, and how to lead
a project accordingly.
strong ownership
vison a shared vision
1 2
Deciding factors:
- Is there ownership?
- Is there enough in the budget?
- Is there a mandate?
Deciding factors:
- Is there a vision?
- Does the vision fit with the goals?
- Is the vision shared?
71
Assessing the
circumstances: shared
vision and ownership
a diffuse vison
1
3
Deciding factors:
- Is there a vision
- Does the vision
- Is the vision sha
Figure 3.1: Assessing the circumstan
2 Is there a clear ownership of the design scaling
project?
Design leadership matrix
by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0
Design Leadership at SAP
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
Design leadership matrix
The design leadership matrix: try it out!
DISCUSS IN GROUPS (30 minutes):
• Where would your company/design scaling project stand in
the matrix?
• What is your usual leadership style from the matrix? Does it
fit the current situation?
• Can you share your tips and challenges in particular styles
(choose one)?
What kind of vision?
• Focus the scope of design scaling through the vision:
“Design to make your client future-proof”
“Design for humanizing technology”
“Design for touch-point alignment”
Coaching approaches
• Open trainings
• Train the decision-makers
• Train the trainer
• Proof projects
Design leadership matrix
LET’S MAKE A PLAN!
1Plan for design
scaling 2Balance creative
and rational
activities
Two core principles for approaching design scaling
Temporal logic – Adoption (Individual)
Aware
Activate
Adopt
Based on hierarchy of effects models in advertising and marketing (Barry and Howard, 1990)
Temporal logic – Change (Organizational)
Unfreeze
Change
Freeze
Based on change management (Lewin, 1947)
3-step model for scaling design
SAPFiori,bySandyKemsley,licensedunderCCBY_NC_ND2.0
Design Leadership at SAP
Scaling Design at KLM
Preparing the ground: Tasting projects
61
Interesting approaches to improve positioning
START-UP BOX DESIGN
4"
The context of the launch workshop (Friday November 13th)
Co-creating the outcome
UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft
Codifying the
X-way of working
Embedding: Business results
Embedding: Training
Embedding
Embedding
DISCOVER
3-step model for scaling design: Try this out!
DISCUSS IN GROUPS (20 minutes):
• Which activities could you use/have you used for each
step? Select top 2 per step.
3-step model for scaling design
ProjectCompanyPeople
3-step model for scaling design
Strategic framing Managing the process Evaluating the process
Project
• Choose project(s) connected with strategic goals
• Select design skills/methods/practices to showcase
• Select KPIs to monitor
• Evaluate and communicate the results
• Repeat
3-step model for scaling design
Understanding the
company
Aligning with the
company
Co-changing the
company
Company
• Understand strategic priorities, culture, core processes (e.g., design
leadership matrix here)
• Adjust design tools/methods/practices to the company
• Co-create structural changes: a larger team, a different governance, a
broader scope, a design taxonomy
3-step model for scaling design
Mobilizing
stakeholders
Involving stakeholders Creating ambassadors
People
• Identify and activate key stakeholders (‘sandwich approach’)
• Keep them involved in key projects
• Ask them to sponsor you
3-step model for scaling design: Map your scaling project
Strategic framing Managing the process Evaluating the process
Understanding the
company
Aligning with the
company
Co-changing the
company
Mobilizing
stakeholders
Involving stakeholders Creating ambassadors
ProjectCompanyPeople
DISCUSS IN GROUPS :
• Which activities have you covered? Which activities should
you cover and how? (Individual)
• What are the advantages and challenges of this tool? (2
each)
3-step model for scaling design: Map your scaling project

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UX STRAT Europe 2019: Dr. Giulia Calabretta, TU Delft

  • 1. Design leadership: Scaling design impact in your organization Giulia Calabretta Associate Professor Delft University of Technology g.calabretta@tudelft.nl
  • 2. From industrial design to strategic design which benefits the impact of the end result (figure 4). It will increase their footprint. Figure 4: a bigger role for the designer Figure 6: the tot Van Erp, 2011
  • 3. What is Strategic Design? The use of design principles and practices to guide the co-formulation and co-implementation of an innovation strategy toward outcomes that benefit people and organizations alike. Calabretta, Gemser and Karpen, 2016
  • 7. Associate Professor Strategic Value of Design (Delft University of Technology) Director of the Master Program Strategic Product Design (Delft University of Technology) Consultant and coach on design strategy and design scaling Myself - An ambassador of Design Leadership
  • 8. Goals of today • Develop collective knowledge on design leadership • Discuss design leadership styles • How to act as a design leader
  • 9. The agenda • 9.00 Introduction • 9.30 The design leadership matrix (theory and practice) • 10.30 Break • 11.00 3-step process for scaling design (theory and practice) • 12.20 Final remarks • 12.30 End
  • 10. How we work Share research-based knowledge Learn from each other Hands-on exercises Discussion moments
  • 11. Meet each other Name, job, company Main challenge in being an effective design leader? (Plenary)
  • 12. The leader of a dual process
  • 13. Design excellence + Design scaling
  • 16. Design leadership style by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)
  • 17. running the project. Plotting these factors on a vertical and horizontal axis leads different circumstances, and how to lead a project accordingly. ng the tances: shared nd ownership 3.2 strong ownership weak ownership a diffuse vison a shared vision 1 2 3 4 Deciding factors: - Is there ownership? - Is there enough in the budget? - Is there a mandate? Deciding factors: - Is there a vision? - Does the vision fit with the goals? - Is the vision shared? Figure 3.1: Assessing the circumstances Two aspects to set up your design leadership style
  • 18. 1 Is there a shared vision for scaling design? weak ownership a diffuse vison 3 Deciding factors: - Is there ownership? - Is there enough in the budget? - Is there a mandate? Deciding factors: - Is there a vision? - Does the vision fit with the goals? - Is the vision shared? Figure 3.1: Assessing the circumstances vision for the project, and a clear sense of ownership within the organization running the project. Plotting these factors on a vertical and horizontal axis leads (Figure 3.1). In the follow we offer guidelines on ho different circumstances, a project accordingly. Assessing the circumstances: shared vision and ownership 3.2 strong ownership weak ownership a diffuse vison 1 3 Deciding factors: - Is there ownership? - Is there enough in the budg - Is there a mandate? Deciding factors: - Is there a vision? - Does the vision fit with the goals? - Is the vision shared? Figure 3.1: Assessing the circumstances
  • 19. ership within the organization g the project. Plotting these factors rtical and horizontal axis leads we offer guidelines on how to detect these different circumstances, and how to lead a project accordingly. strong ownership vison a shared vision 1 2 Deciding factors: - Is there ownership? - Is there enough in the budget? - Is there a mandate? Deciding factors: - Is there a vision? - Does the vision fit with the goals? - Is the vision shared? 71 Assessing the circumstances: shared vision and ownership a diffuse vison 1 3 Deciding factors: - Is there a vision - Does the vision - Is the vision sha Figure 3.1: Assessing the circumstan 2 Is there a clear ownership of the design scaling project?
  • 20. Design leadership matrix by Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia Calabretta (TU Delft)
  • 29. The design leadership matrix: try it out! DISCUSS IN GROUPS (30 minutes): • Where would your company/design scaling project stand in the matrix? • What is your usual leadership style from the matrix? Does it fit the current situation? • Can you share your tips and challenges in particular styles (choose one)?
  • 30. What kind of vision? • Focus the scope of design scaling through the vision: “Design to make your client future-proof” “Design for humanizing technology” “Design for touch-point alignment”
  • 31. Coaching approaches • Open trainings • Train the decision-makers • Train the trainer • Proof projects
  • 33. LET’S MAKE A PLAN!
  • 34. 1Plan for design scaling 2Balance creative and rational activities Two core principles for approaching design scaling
  • 35. Temporal logic – Adoption (Individual) Aware Activate Adopt Based on hierarchy of effects models in advertising and marketing (Barry and Howard, 1990)
  • 36. Temporal logic – Change (Organizational) Unfreeze Change Freeze Based on change management (Lewin, 1947)
  • 37. 3-step model for scaling design
  • 40. Preparing the ground: Tasting projects
  • 41. 61 Interesting approaches to improve positioning START-UP BOX DESIGN 4" The context of the launch workshop (Friday November 13th)
  • 49. 3-step model for scaling design: Try this out! DISCUSS IN GROUPS (20 minutes): • Which activities could you use/have you used for each step? Select top 2 per step.
  • 50. 3-step model for scaling design ProjectCompanyPeople
  • 51. 3-step model for scaling design Strategic framing Managing the process Evaluating the process Project • Choose project(s) connected with strategic goals • Select design skills/methods/practices to showcase • Select KPIs to monitor • Evaluate and communicate the results • Repeat
  • 52. 3-step model for scaling design Understanding the company Aligning with the company Co-changing the company Company • Understand strategic priorities, culture, core processes (e.g., design leadership matrix here) • Adjust design tools/methods/practices to the company • Co-create structural changes: a larger team, a different governance, a broader scope, a design taxonomy
  • 53. 3-step model for scaling design Mobilizing stakeholders Involving stakeholders Creating ambassadors People • Identify and activate key stakeholders (‘sandwich approach’) • Keep them involved in key projects • Ask them to sponsor you
  • 54. 3-step model for scaling design: Map your scaling project Strategic framing Managing the process Evaluating the process Understanding the company Aligning with the company Co-changing the company Mobilizing stakeholders Involving stakeholders Creating ambassadors ProjectCompanyPeople
  • 55. DISCUSS IN GROUPS : • Which activities have you covered? Which activities should you cover and how? (Individual) • What are the advantages and challenges of this tool? (2 each) 3-step model for scaling design: Map your scaling project