Bruce Nussbaum, assistant managing editor des BusinessWeek Magazins schreibt lesenswertes zur Rolle des Design im “Big Business”:
“Why do most mergers fail? Mostly because they are top down, not bottom up. CEOs and senior managers see synergies and benefits that matter little, if at all, to consumers. Daimler thought that injecting German engineering into Chrysler cars would make Chrysler customers happier. It didn’t. They couldn’t care less. It might have benefited Daimler to have done some serious design research among consumers before jumping into the merger.”
…
“Rising Chinese car companies will out-cheap US car companies in a few years time. Chrysler–and Ford and GM–need innovation and design to succeed. Will the money guys at Cerberus get this? You tell me.”
und Martin Koser ergänzt:
“I too would bet that when asking whether customers would like more (if necessary, yes, german) car engineering in their cars they would almost always voice a loud and convincing “yes, i will”. So the focus (when resarching business model innovations of all kind, btw) is clear, it isn’t market research or any hidden kind of assumption - it’s more asking the right questions. Following design thinking as a guideline (and leveraging flexible experiments i.e. prototypes mock-ups etc.) is an interesting option from this perspective as well …”
siehe auch:
- Die Funktion des Design
- The Sky is the limit
- Die Macht der Visualisierung


