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DMI welcomes submissions of articles, case studies, interviews, opinion pieces, and ideas that support these themes, for upcoming issues of the DMI Review. Find out how to become a Review author!
Collaboration
Vol. 23, No. 1, Winter 2012
What are the benefits of collaborative design? Co-design? Open design? What are the most effective options and stages in the collaborative process? What information and processes are necessary to support effective collaboration? How should internal design teams work with external design teams, and vice versa? How should design managers orchestrate collaboration? What disciplines should be part of the cross-functional team? What talents are best maintained in-house, and what contributions can consultants make? How does one find the right partners? When is "crowd sourcing" a viable collaborative strategy? How can small companies take advantage of design collaboration? How can designers and design managers contribute a "design thinking" perspective to broader corporate challenges?
Solutions to Complexity
Vol. 23, No. 2, Spring 2012
We live in a complex world, yet often times the best solutions are the simplest. However, creating simple solutions can be a challenge onto itself. Design and design thinking can play an incredibly powerful role in solving wicked problems, dealing with complex systems and finding the essence of a problem at hand. Issue number two 2012 will look into design as a strategy to deal with complexity and how design / designers are capable of adding value by solving the right problems.
Design Entrepreneurship
Vol. 23, No. 3, Summer 2012
To what degree is design providing an entrepreneurial approach to problem solving? What is the extended role of design today? Should the design leader be a change catalyst? Should design organizations encourage companies to un-shape traditional ways of thinking? Who leads the process of design for change, and who is responsible for the results? What is the overlap between design, business strategy and change management? Should internal design functions strive to be as entrepreneurial as external design consultancies? To what extend should design managers be supporting entrepreneurship, business transformation and seek to become "business engineers?"
Design Future meets Design Education
Vol. 23, No. 4, Fall 2012
What is the changing scope of design education today? Is this keeping track with the changing scope of design and innovation methods in business and society? Is there turmoil or synergy in the making? What are the new models of integrated curriculum and training in academia, corporate and consulting settings? How shall we teach new methods of collaboration, open design and holistic customer experience? Are design, management and business education coming closer, and if so, how close should they get? What is the need for integrated curriculum versus subject matter experts?
Design as play, design as storytelling
Vol. 24, No. 1, Winter 2013
What is a design culture, and how does it differ from other disciplines? Is play a highest form of learning, and what are the links between play and design? What is the role of story and what are the methods of storytelling? How is creativity changing in public and private sectors today? What is the narrative of play and story? How does a new paradigm fit in traditional business models and processes?
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