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Designing Demand John Boult 11 November 2009
© Design Council, 2007
2
Designing Demand Aim Improve the economic performance of UK SMEs by helping them to overcome the barriers to using design as a driver for growth and competitiveness.
Overarching objective To embed effective processes for the management of design in SMEs and Technology start-ups.
© Design Council, 2007
3
Designing Demand Services
Generate
© Design Council, 2007
Innovate
4
Innovate
© Design Council, 2007
5 Technology Three Day Workshop | Day One
Innovate Our research shows that companies who have been through Innovate: –Identify and resolve issues and challenges –Align products/services with customers and end users –Get to market quicker with better products and services –Generate more income and improve survival prospects –Benefit from peer to peer learning
© Design Council, 2009 2007
6 Technology Three Day Workshop | Day One
The Innovate experience
© Design Council, 2009 2007
7 Technology Three Day Workshop | Day One
The critical success factors 1. 2. 3. 4. 5. 6.
Adaptive business models Coherent market roadmaps Iterative design processes Focus on user experiences Open and collaborative culture Compelling brand stories
© Design Council, 2009 2007
8 Technology Three Day Workshop | Day One
1. Adaptive business models What we know about successful technology start-ups Adaptive business models help: – Allow flexibility to explore options, routes and assumptions – Give attention to issues such as intellectual property and ‘trade secrets’ – Identify and minimise unavoidable risk
© Design Council, 2009 2007
9 Technology Three Day Workshop | Day One
2. Coherent market roadmaps
© Design Council, 2009 2007
10 Technology Three Day Workshop | Day One
3. Iterative design processes
© Design Council, 2009 2007
11 Technology Three Day Workshop | Day One
4. Focus on user experiences
© Design Council, 2009 2007
12 Technology Three Day Workshop | Day One
5. Compelling brand stories
© Design Council, 2009 2007
13 Technology Three Day Workshop | Day One
6. Open and collaborative culture
© Design Council, 2009 2007
14
Case study – Owlstone Problem Communicating competitive advantage to a variety of audiences from technical partners to investors, customers and media in order to attract investors, partners and high-quality staff
Response Look at the brand strategy, corporate culture, the needs of people using potential products, product development and plans for market entry.
© Design Council, 2007
15
Case study – Owlstone Result: Design helped develop a revenue earning product faster and led to Owlstone securing £1.25m of fresh investment. ‘One of the key things design gave us was the notion of how to relate our technology to the real world. That means investors are receptive because it’s more about product and less about technology. It’s incredibly relevant when we’re talking to partners and potential customers’ Billy Boyle, Director of Owlstone
© Design Council, 2007
16 Technology Three Day Workshop | Day One
Innovate ‘One of the key things the programme gave us was the notion of how to relate our technology to the real world. That means investors are receptive because it’s more about product and less about technology. It’s incredibly relevant when we’re talking to partners and potential customers.’
Billy Boyle, Director, Owlstone
© Design Council, 2009 2007
17
Innovate: what participants said… – 80% changed strategic direction from a technology focus to a customer focus – 80% increased their ability to generate investment – 50% improved management, reduced risk and increased stability of the business
– 80% changed their culture, mindset and vision
© Design Council, 2007
18
Next Steps For further information please visit the website www.designingdemand.org.uk Or contact Anna Traylor, Programme Manager Designing Demand, South West Design Programme [email protected] 0117 961 9671
© Design Council, 2007
© Design Council, 2007
2
Designing Demand Aim Improve the economic performance of UK SMEs by helping them to overcome the barriers to using design as a driver for growth and competitiveness.
Overarching objective To embed effective processes for the management of design in SMEs and Technology start-ups.
© Design Council, 2007
3
Designing Demand Services
Generate
© Design Council, 2007
Innovate
4
Innovate
© Design Council, 2007
5 Technology Three Day Workshop | Day One
Innovate Our research shows that companies who have been through Innovate: –Identify and resolve issues and challenges –Align products/services with customers and end users –Get to market quicker with better products and services –Generate more income and improve survival prospects –Benefit from peer to peer learning
© Design Council, 2009 2007
6 Technology Three Day Workshop | Day One
The Innovate experience
© Design Council, 2009 2007
7 Technology Three Day Workshop | Day One
The critical success factors 1. 2. 3. 4. 5. 6.
Adaptive business models Coherent market roadmaps Iterative design processes Focus on user experiences Open and collaborative culture Compelling brand stories
© Design Council, 2009 2007
8 Technology Three Day Workshop | Day One
1. Adaptive business models What we know about successful technology start-ups Adaptive business models help: – Allow flexibility to explore options, routes and assumptions – Give attention to issues such as intellectual property and ‘trade secrets’ – Identify and minimise unavoidable risk
© Design Council, 2009 2007
9 Technology Three Day Workshop | Day One
2. Coherent market roadmaps
© Design Council, 2009 2007
10 Technology Three Day Workshop | Day One
3. Iterative design processes
© Design Council, 2009 2007
11 Technology Three Day Workshop | Day One
4. Focus on user experiences
© Design Council, 2009 2007
12 Technology Three Day Workshop | Day One
5. Compelling brand stories
© Design Council, 2009 2007
13 Technology Three Day Workshop | Day One
6. Open and collaborative culture
© Design Council, 2009 2007
14
Case study – Owlstone Problem Communicating competitive advantage to a variety of audiences from technical partners to investors, customers and media in order to attract investors, partners and high-quality staff
Response Look at the brand strategy, corporate culture, the needs of people using potential products, product development and plans for market entry.
© Design Council, 2007
15
Case study – Owlstone Result: Design helped develop a revenue earning product faster and led to Owlstone securing £1.25m of fresh investment. ‘One of the key things design gave us was the notion of how to relate our technology to the real world. That means investors are receptive because it’s more about product and less about technology. It’s incredibly relevant when we’re talking to partners and potential customers’ Billy Boyle, Director of Owlstone
© Design Council, 2007
16 Technology Three Day Workshop | Day One
Innovate ‘One of the key things the programme gave us was the notion of how to relate our technology to the real world. That means investors are receptive because it’s more about product and less about technology. It’s incredibly relevant when we’re talking to partners and potential customers.’
Billy Boyle, Director, Owlstone
© Design Council, 2009 2007
17
Innovate: what participants said… – 80% changed strategic direction from a technology focus to a customer focus – 80% increased their ability to generate investment – 50% improved management, reduced risk and increased stability of the business
– 80% changed their culture, mindset and vision
© Design Council, 2007
18
Next Steps For further information please visit the website www.designingdemand.org.uk Or contact Anna Traylor, Programme Manager Designing Demand, South West Design Programme [email protected] 0117 961 9671
© Design Council, 2007
