| If You Can't Count It, It Isn't Real:Design Performance in the Automotive Business
Han Hendriks, VP, Marketing and Industrial Design, Johnson Controls GmbH
Roderique Duell, Operations Manager for Marketing and Design, Johnson Controls GmbH
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| Han Hendriks |
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Roderique Duell |
Just speaking the language of business has not been enough to dispel skepticism towards the financial value of design. The saying “if you can’t count it, it isn’t real” still reflects the beliefs of many key decision-makers. To free the design team at Johnson Controls from the need to prove the impact and value to business performance solely through traditional financial metrics, new ground had to be broken. The solution was process integration.
At Johnson Controls, design has grown into a strategic competence that is integrated with marketing and in close alliance with other business functions. Design incorporates diverse disciplines focusing on customer and end-user insight; understanding the future; initiating new internal visions and solutions; collaborative relationships with OEM change agents; and world-class global design execution.
The established global design processes are end-user focused, maximize customers’ brand positioning, and enable appropriate innovation and efficient industrialization of styling. On a par with other key business drivers, design has become part of the Johnson Controls standardized companywide development process with clearly described roles and responsibilities.
Design’s value to Johnson Controls business performance is now widely recognized by its internal and external customers, although not measured in isolation. Design metrics at Johnson Controls primarily focus on design quality and consumer satisfaction. In addition, several efficiency and global best business practice metrics are used by management.
The Video archive of this session is available online to DMI Members.
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