How Industrial Design Supports a Customer-Centric Innovation Approach in a Technology-Centric Business Environment

Design Management Journal Pub Date : 2018-02-20 DOI:10.1111/dmj.12038

Matthew Lievesley, David O'Leary, Callum Whitehead, Ian Hewitt, Neil McPherson, Craig Annal

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引用次数: 5

Abstract

This article provides a case study of a UK university working in close partnership with Parker Hannifin Corporation (PH), a Fortune 500 U.S. manufacturing company, to develop new innovation practices. We discuss how industrial design has been introduced as an in-house function to one of the company's divisional headquarters, in Gateshead, UK, through a collaborative research partnership over three years. Case material from four projects is presented, which illustrates a progressive, negotiated adoption by the company of the capabilities of industrial design as an essential component of a customer-centric innovation approach. It has involved developing the organization's own confidence about the value and fit of industrial design through a series of projects and regular reflection on what is working well and not so well and what is raising concerns. The approach described provides an alternative to attempting to develop and implement a preformulated grand plan for design.

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工业设计如何在以技术为中心的商业环境中支持以客户为中心的创新方法

本文提供了一个英国大学与美国财富500强制造企业派克汉尼汾公司(Parker Hannifin Corporation, PH)密切合作开发新的创新实践的案例研究。我们讨论了工业设计是如何通过三年多的合作研究伙伴关系，作为公司在英国盖茨黑德的一个部门总部的内部功能。介绍了四个项目的案例材料，说明了公司逐步协商采用工业设计能力作为以客户为中心的创新方法的重要组成部分。它包括通过一系列项目和定期反思，发展组织对工业设计的价值和适用性的信心，反思哪些工作做得好，哪些工作做得不太好，以及哪些工作令人担忧。所描述的方法提供了一种尝试开发和实施预先制定的设计大计划的替代方法。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Design Management Journal

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