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About the Measurement of Design results in Large Companies

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About the Measurement of Design results in Large Companies: A case study in Brazil 


Flavia DUTRA and Fabiane WOLFF


Design management is increasingly being understood as a competitive
strategy; there is much research showing positive results through surveys and
case studies in companies, such as presented by Bedford (2006), Hertenstein
and Platt (2006), Desbarats (2006), Daniels (2006), Philips (2006), Paul
(2000), Best (2006; 2012); Borja de Mozota (2011) and Mrazek (et al. (2011).
However, papers that specify Design Metrics and how to use them are rare
and not very precise, such as Dutra and Wolff’s (2012) article. The goal of this
paper is to understand how companies measure their design actions, which
metrics and tools they use and how they communicate and manage their
knowledge, shown through the reality of five large Brazilian companies. A
qualitative research was done, based on semi-structured in-depth interviews
with these companies design teams. Thus, this paper offers a counterpoint to
the previous publications in which SMEs are approached, such as the ones
from Borja de Mozota (2003). The results of this research reflects the
designer’s understanding of metrics, the relationship with the company goals
as a whole and their positioning about the way their action’s results have
been perceived and measured. Among the emerging points of this research
are: the designer’s apathy in deeply understanding their role in their
companies, an understanding of their companies’ goals, and the manager’s
lack of recognition of design as an investment or as an intangible asset in a
way that it is possible to isolate its contributions and clarify its results.


PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014


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