Track 3.b Introduction: Measuring and communicating the value of design

Authors

  • Jo’Anne LANGHAM University of Queensland
  • Neil PAULSEN University of Queensland
  • Ingo RAUTH IE Business School, Madrid
  • Nina TERREY University of Canberra
  • Chrystia CHUDCZAK University of Ottawa

DOI:

https://doi.org/10.33114/adim.2019.3b

Keywords:

Measuring, communicating, value of design

Abstract

Although design has become synonymous with innovation, a tool for good leadership and is seen as a critical factor in the success of many high performing organisations, it is still considered by many as a luxury that comes at the expense of stakeholder resources and speed to market. Many organisations must still be persuaded to employ design.  Design strategy, or the politics of design, is emerging as a critical issue required to overcome the powerful forces that often inhibit the implementation of good design. Some organisations have attempted to measure design, but it is still an inconclusive practice. How do we make design impact, visible and measurable? How do designers convince decision makers of the tangible and enduring benefits of good design? How do organisations know that their designs are having the desired impact?

This track explored the theme of transforming business strategy, organisational practice and culture, influencing management decisions and impacting citizens through design evaluation. We were particularly interested in describing and providing metrics for the value of design.  We were also looking to explore the ways that practitioners and academics have evaluated the success of design in organisations and society. The papers presented in this track were widely dispersed under this theme using a arrange of qualitative and quantitative research approaches.

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Published

2019-11-30

How to Cite

LANGHAM , J. ., PAULSEN , N. ., RAUTH , I. ., TERREY , N. ., & CHUDCZAK , C. (2019). Track 3.b Introduction: Measuring and communicating the value of design. Conference Proceedings of the Academy for Design Innovation Management , 2(1), 408–409. https://doi.org/10.33114/adim.2019.3b