Design‐driven laboratories: organization and strategy of laboratories specialized in the development of radical design‐driven innovations

Abstract

Nowadays, consumers are paying increasing attention towards the socio-cultural aspects of products. For this reason firms must consider the need for linguistic and semantic innovations as well as technological and functional innovations. Historically, the knowledge needed for each kind of innovation has been separately developed and interpreted: while technological knowledge is developed by industrial R&D centers, the knowledge about socio-cultural trends is often tacit and developed by design studios and marketing agencies. The paper analyzes nine in-depth case studies about companies that develop radical design-driven innovations for the household environment. It aims to identify the principal characteristics of the companies' R&D organizations [their design-driven laboratories (DDL)]. It introduces a classification of DDL that reveals how specific organizational characteristics might facilitate different innovation strategies.of the sensory characterization carried out in parallel

Classification of competencies in design management: Individual, collective and organizational levels

“…Building networks (Bertola and Teixeira, 2003;Capaldo, 2007;Brown, 2006;Dell'era and Verganti, 2009). …”

“…The collective competencies evidenced in the studies analyzed are: structuring, communication, and integration of individuals and work teams (Jevnaker, 1993;Mishra and Shah, 2009), collaboration between team members (Olson et al, 2001;Riel et al, 2010;Robin et al, 2007), construction of networks (Bertola and Teixeira, 2003;Brown, 2006;Capaldo, 2007;Dell'era and Verganti, 2009), combination of internal and external resources (Bertola and Teixeira, 2003;Bruce et al, 1999), sharing of information and knowledge of these teams (Bonjour and Micaelli, 2010;Riel et al, 2010;Robin et al, 2007;Capaldo, 2007;Osterlund and Loven, 2005), and the construction of the project team focused on competency management (Belkadi et al, 2007).…”

Framing New Product Innovations: How to Make Sense of Internal and External Insights?

“…Similarly, the importance of combining internal and external insights is also accentuated in studies on design driven innovation (see e.g. Acklin, 2009;Dell'era and Verganti, 2009;Dell'Era and Verganti, 2010;Filippetti, 2011;Calabretta et al, 2015). In fact, the 'Design-Driven-Innovation Management Model' suggests interaction between the internal company and the external environment, both when it comes to: impulses, research, development, strategy, implementation and evolution (Acklin, 2009).…”

“…Both within the field of innovation management as well as within the field of design management considerable amounts of research have focused on how to manage the internal and external insights, ideas and actors (see e.g. Arora and Gambardella, 1990;Grant, 1996;Chesbrough, 2003;Karim and Mitchell, 2004;Cassiman and Veugelers, 2006;Phene et al, 2006;Bercovitz and Feldman, 2007;Sampson, 2007;Dell'era and Verganti, 2009). However, the way in which experts make sense of these internal and external insights, and on the basis of this create a product concept, still remains a black box.…”

Assesing design support programmes from an inovation models perspective in Turkey

“…2012, s.275. 17 Dell'Era ve Verganti, 2009. Yeni nesil modellerde endüstriyel tasarım; yeni ürün geliştirme sürecinde pazarlama ve üretim mühendisliği ile birlikte ürün geliştirmenin disiplinler-arası organizasyonel yapısı içinde yer almaktadır. Endüstriyel tasarımcı yenilik süreci içinde sadece yeni fikirleri yaratmak için kullanılan bir kaynak değil, ayrıca yeni ürün geliştirme süreci içinde diğer çalışma disiplinleriyle yürütülen iş süreçleri (arayüz faaliyetleri) içerisinde 'kolaylaştırıcı', 'yorumlayıcı', 'düzen-leyici', 'işbirlikçi' ve 'tamamlayıcı' roller üstlenmektedir.…”