Thanks for you comments Saumitri, Udit and Deepti.
Glad that the 2 year old writeup still makes sense.

J


--- Udit Chaudhuri <uditnc@...> wrote:

> To build on Jaydeep's points:
> At one level, design works like an orchestration of
> creativity, technology
> and the market perception. This makes it a
> sophisticated management process.
>
>
> The designer may or may not apply such management
> concepts consciously, but
> wherever there is an objective to be met by
> resources, controls, planning,
> analysis and staffing or delegation, a scientific
> method helps by way of its
> concepts, tools and techniques. This would be DM
> here.
>
> The industrial revolution was all about replacing
> master tradesmen with
> systems and processes to achieve higher
> productivity. Just as 'scientific
> management' entered manufacturing, it did so with
> design too, notably with
> the design of large ships aircraft and mass-produced
> automobiles becoming
> complex and multi-disciplinary; plus constantly
> evolving over itself. Then
> IT stepped in to automate management too. And by
> the 90s, DM perhaps
> overdid itself to the extent that all products in a
> class appearing all
> alike. See the side views of the Nano, Estillo and
> Hyndai/Santro i-10?
>
> Now there is a realisation among few management
> scientists that teams and
> processes need that little quirk or kinky thinking
> to a degree, in order to
> please the customer with a special offering. And
> there comes in further
> importance of managing the men more than the other
> Ms of management -
> method, material, machines and money. The new Ms are
> about systems for
> mentoring, monitoring and motivating people in
> design and the rest of the
> organisation that deals with the design team.
>
> Udit Chaudhuri
>
> On 6 Feb 2008 12:29:12 -0000,
> designindia@... <
> designindia@...> wrote:
> >
> > Designindia
> >
>
<http://in.groups.yahoo.com/group/designindia;_ylc=X3oDMTJkN3QwYjk0BF9TAzk3NDkwN\
DgwBGdycElkAzc5MTAxODcEZ3Jwc3BJZAMxNzIwMDgyMzUzBHNlYwNoZHIEc2xrA2hwaARzdGltZQMxM\
jAyMzAwOTUy>
> > Messages In This Digest (4 Messages) 1.1. Re:
> hi ++ Design &
> > Management: when the twain shall meet
> <#117eeb8a2bd177cb_1.1> From:
> > Jaydeep Dutta 1.2. Re: hi ++ Design & Management:
> when the twain shall
> > meet <#117eeb8a2bd177cb_1.2> From: saumitri 1.3.
> Re: hi ++ Design &
> > Management: when the twain shall meet
> <#117eeb8a2bd177cb_1.3> From: deepti
> > pant 2. FW: Looking for Visual Designers for an
> MNC<#117eeb8a2bd177cb_2>From: kaladhar bapu
> > View All
>
Topics<http://in.groups.yahoo.com/group/designindia/messages;_ylc=X3oDMTJmcnVtYj\
FhBF9TAzk3NDkwNDgwBGdycElkAzc5MTAxODcEZ3Jwc3BJZAMxNzIwMDgyMzUzBHNlYwNkbXNnBHNsaw\
NhdHBjBHN0aW1lAzEyMDIzMDA5NTI-?xm=1&m=p&tidx=1>|
> Create
> > New
>
Topic<http://in.groups.yahoo.com/group/designindia/post;_ylc=X3oDMTJmN3NlaWFjBF9\
TAzk3NDkwNDgwBGdycElkAzc5MTAxODcEZ3Jwc3BJZAMxNzIwMDgyMzUzBHNlYwNkbXNnBHNsawNudHB\
jBHN0aW1lAzEyMDIzMDA5NTI->
> > Messages 1.1. Re: hi ++ Design & Management:
> when the twain shall meet
> >
> >
>
<http://in.groups.yahoo.com/group/designindia/message/9314;_ylc=X3oDMTJxaDRnc2xk\
BF9TAzk3NDkwNDgwBGdycElkAzc5MTAxODcEZ3Jwc3BJZAMxNzIwMDgyMzUzBG1zZ0lkAzkzMTQEc2Vj\
A2Rtc2cEc2xrA3Ztc2cEc3RpbWUDMTIwMjMwMDk1Mg-->
> Posted
> > by: "Jaydeep Dutta" arjyosdad@...
> >
>
<arjyosdad@...?Subject=+Re%3A%20hi%20%2B%2B%20Design%20%26%20Management%\
3A%20when%20the%20twain%20shall%20meet>
> arjyosdad
> > <http://profiles.yahoo.com/arjyosdad> Wed Feb 6,
> 2008 11:06 am Pankaj,
> > et al
> > I have been reading some of your emails back and
> forth on Design Mgt.
> > As you point out, possibly Deepti may have got
> carried off thanks to
> > her interest and passion for DM, or possibly some
> points may not have
> > been clarified adequately.
> >
> > If it helps at all, I have attached an earlier
> message on DM (Dated
> > 26.07.2006)
> >
> > J
> >
> > -------------------
> > In designindia@...
> <designindia%40yahoogroups.co.in>, JD
> > wrote:
> >
> > ////
> >
> > Shortly after completing my Masters in Design
> Management I met with
> > an eminent designer whose comments, after hearing
> what I had been
> > upto, was: "what a waste"
> >
> > I suppose it was meant to be taken in the form of
> "what a waste of
> > design skills". The divide is very much there - us
> and them. Us
> > designers and them management, us the creatives
> and them the accounts
> > team or them the engineers or them the...(fill in
> the blanks). After
> > spending close to a decade in some of the large
> monolith
> > communications giants - and being unwillingly
> pushed into management
> > roles (controlling team budgets, line management
> and time
> > allocations) I was interested in seeing what makes
> managers tick -
> > where do designers fit in the jigsaw and who (if
> at all anyone) rules
> > the roost. What lay hidden behind Darth's mask and
> what was this dark
> > side, was the very beginning of my quest into
> Design management.
> >
> > The simple discovery was - that management is no
> longer square - its
> > moving towards embracing creative thinking and
> processes.
> > Incidentally design is moving more towards
> management obsessions with
> > performance measurement and analysis, quality
> systems and operations
> > control. Somewhere in the middle we meet. In the
> west engineering has
> > already embraced design leadership without giving
> up their regimented
> > disciplined methodologies. In the East the chunky,
> heavy machinery
> > mentality is giving way to fashionable products
> and durable
> > materials. It would be unfair to expect
> accountants to be creative or
> > inventive with numbers.
> >
> > ////
> >
> > A few myths that need to be broken -
> > 1. Design management isnt about managing designers
> > its about pushing the Design Agenda into the
> boardroom. Design and
> > Designers (despite our assumed sense of
> importance) are unwittingly
> > (and often) one of the last fringe resource - to
> polish a document,
> > to cover up incompetencies or simply to add the
> latest fads and
> > styles. Organisations who have managed design as a
> key resource
> > (alongside human resource, operations, finance et
> al) seem to have a
> > far stronger edge in today's staturated markets.
> Apple's turnaround
> > is a fine example.
> >
> > The Design Agenda by former Professor Rachel
> Cooper is an excellent
> > read for a comprehensive overview -
> >
>
http://www.amazon.co.uk/gp/product/0471941069/202-2023447-9536640?
> > v=glance&n=266239
> >
> > 2. Design management isn't just about designers
> > Its equally about managers. Its about creating
> links and empathy
> > between people who will use this 'creative'
> element to further their
> > products and services. In my introductory classes
> to masters students
> > a special section is dedicated to introducing
> management students to
> > the design vocabulary. Whereas design students
> usually do well in
> > semiotics, the management students are pretty
> bright and very
> > understanding. I am sure Prahalad and Hamel's work
> would be familiar
> > (much like the Lota) to the design community -
> their emphasis on the
> > cross-disciplinary teams, low fat highly agile
> innovation
=== message truncated ===



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