TMIHANENSATDGIEETSMUIETGNENT
ArticleReprint
D
ESIGN
M
ANAGEMENT
J
OURNAL
Structuring StrategicDesign Management:Michael Porter’sValue Chain
Brigitte Borja de Mozota, Maître de Conférences, Université René Descartes
Copyright © Spring 1998 by the Design Management Institute. All rights reserved.No part of this publication may be reproduced in any form without written permission.
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D
ESIGN
M
ANAGEMENT
J
OURNAL
VOL. 9, NO. 2 SPRING 1998
Design Management Education: Bridges Between Practice and the Academy
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DITOR
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S
N
OTES
Sharing Design Management Wisdom
9892WAL05
Thomas Walton, Ph.D., Editor; Associate Dean, School of Architecture and Planning,The Catholic University
K
EYNOTE
A
RTICLE
Education as Salad Bar
9892WAL10
David Walker, Harrow Business School, University of Westminster
T
HE
E
XECUTIVE
P
ERSPECTIVE
What Makes a Design Manager? A Conversation with the Design Management Journal
9892GRE18
Lee Green, Director, Corporate Identity and Design, IBM Bonnie Briggs, Manager, Corporate Identity and Communication, Caterpillar, Inc. John Lombardi, Executive Vice President, Creative Services, Revlon, Inc.
A
CADEMIC
T
HEORY
AND
S
TRATEGY
No More Heroes: From Controller to Collaborators
9892MOR22
Lesley Morris, Education and Training Development Manager, Design Council Jason Rabinowitz, Organization Practice Specialist, McKinsey & Co. Jeremy Myerson, Visiting Professor, Department of Design Management, De Montfort University
Structuring Strategic Design Management: Michael Porter’s Value Chain
9892BOR26
Brigitte Borja de Mozota, Maître de Conférences, Université René Descartes
D
EGREE
P
ROGRAMS
The Design Management Program (DMP) at Pratt Institute
9892AND32
Robert Anders, Professor, Design Management Program, Pratt Institute
MIT’s SDM Program: Educating Technologically Grounded Leaders
9892FRE38
Daniel Frey, Assistant Director, System Design and Management Program, MIT Suzanne Weiner, Director, Engineering Library, North Carolina State Mats Nordlund, Director, Technology, Strategy and Acquisition, Saab AB
A New Management Role: The Designer as Strategist
9892GOR43
Naomi Gornick, Director, MA Design, Strategy, and Innovation, Brunel University
C
ORPORATE
E
DUCATION
Research in the Business of Design: Denmark’s Center for Design and BusinessDevelopment
9892KRI49
Tore Kristensen, Ph.D., Director, Center for Design and Business Development
Go East, Young Man: Design Education at Samsung
9892BRU53
Gordon Bruce, Chair, Product Design, IDS
T
EACHING
P
ROPOSALS
Design Education: Out of the Closet and Back into the Curriculum
9892BLA59
Richard S. Blackburn, Associate Professor of Management, Kenan-Flagler Business School Barry L. Bayus, Professor of Marketing, Kenan-Flagler Business School
Learning Theory Through Practice: Encouraging Appropriate Learning
9892ASH64
Philippa Ashton, Course Leader, Design Management MA Programs, Staffordshire University
26
DESIGN MANAGEMENT JOURNAL SPRING 1998
ACADEMIC THEORY AND STRATEGY
. . . . . . . . . . . . . . . . . . . .
“Competitive advantage grows out of the way firms organize and perform discreteactivities... The activities performed incompeting in a particular industry can begrouped into categories... in what I call the value chain.” Michael Porter,
The Com- petitive Advantage of Nations
1
“Design: a powerful
but neglectedstrategic tool.” In 1984, Philip Kotler and Alexander Rath wrote a well-known and visionary article by this name.
2
Now, 15 years later, we still seek to measure de-sign as a potent strategic tool, one thatcan help to gain and hold competitiveadvantage. What is the value of design?How do we measure design perfor-mance? What do we mean when we saythat design is a strategic tool?
by Brigitte Borja de Mozota
D
R
. B
RIGITTE
B
ORJA DE
M
OZOTA
, M
AITREDE
C
ONFÉRENCES
,
TEACHES
MARKETING AND
STRATEGY
ATTHE
I
NSTITUT
U
NIVERSITAIRE
DE
T
ECHNOLOGIE
DE
P
ARIS
AND
DESIGNMANAGEMENT
AT
THEPOSTGRADUATE
LEVEL AT
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U
NIVERSITÉDE
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ANCY
.
Studies, from academia or from the“real world” of design practitioners,usually answer these questions by dem-onstrating design’s economic value,thereby offering doubting managers a valid demonstration of design’s contri-bution to improving performance inareas from corporate communications tothe competitiveness of a nation. Butnone of these studies looks specificallyat the value of design for long-termstrategic thinking. For this, we are bestdirected to the work of Michael Porter.
Structuring Strategic Design Management :
Michael Porter’sValue Chain
A
design and business decision making—in operations, in support func-tions, and in the development of long-term strategies. This clarifies theareas in which design is a corporate asset, helps order design manage-ment research and information, and offers pathways for creating effectivedesign management curricula.Mozota conceptualizes this diversity in a framework, builton the ideas of Michael Porter, that forms bridges betweenbroad range of organizational activities. Brigitte Borja deS A RESOURCE, design management has an impact on a
1.
Porter, Michael,
The Competitive Advantage of Nations
(New York: The Free Press, 1990).
2.
Kotler, Philip, and Rath, Alexander, “Design: A Powerful but Neglected Strategic Tool.” 1984.
Journal of Business Strategy,
vol. 5, no. 2 (Fall 1984).
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