Essays on Strategic Value of Design Lenovo Assignment

Download full paperFile format: .doc, available for editing

The paper 'Strategic Value of Design – Lenovo" is a good example of a business assignment.   At Lenovo, stiff completion at the industry appears to be a strong determinant of design consciousness since the company tries to design products that can cross social and cultural boundaries. According to Uotila et al. (2004, p. 2) can enable a company to cross boundaries between societies and languages. At Lenovo, the design is considered as a philosophy, which stresses the creation of products that fulfill the needs of the end-users and that have lasting value. Design consciousness is an interdisciplinary approach capitalizing on technology, but with a human and epical touch (Marzano, 2000, p. 22).

At Lenovo, design consciousness does not only open frontiers for innovative design but also enhances the mode of thinking across the company. Designers at Lenovo are required by the corporate environmental specifications and standards to take into account certain design practices that are environmentally conscious in order to reduce consumption of resources and facilitate recycling. More importantly, products at Lenovo are designed with the objective of minimizing the plastic used (Lenovo, 2016).

The company’ s Innovation Centre enables the designers to plan, facilitate and manage a customized product that meets the unique information requirements and interests of the customers. The hallmarks of the company’ s flagship laptop series are durability as well as performance. Furthermore, the ThinkPad T-Series has superior design, keyboards that are resistant to spills, strong performance and unique security features. Clearly,   design consciousness is a significant and strong factor in the users’ designer product reception. Lenovo is creating conscious designs that are aligned with the customers’ acts and character. The designed products enable the end-users to inspire their minds, nourish their spirits, as well as connect with the outside world. Part B Investing in design-conscious practices plays a crucial role in innovation (Roper et al. , 2012, p. 1).

Given that Lenovo operates in an industry that always experiences new competition dimensions, becoming design conscious would positively influence the bottom-line results (Mozota, 2006, p. 52). By utilizing its Innovation Centre as the leverage point, Lenovo can effectively implement new technology; enhance structural realignment; strengthen its image, culture, and values; and redesign business processes. Clearly, the more systematic way of aligning strategy perspectives and design is creating a framework that facilitates the identification of design’ s strategic contributions.

Therefore, Lenovo's ability to become design-conscious will depend on four factors; capabilities and resources, value creation and strategic fit, competitive forces, and strategic vision (Aguiar, ‎ 2014, p. 50). Furthermore, Lenovo should come up with numerous design strategies such as ‘ new material having unfamiliar features or looking like a familiar material. Therefore, when designing new products, designers at Lenovo should use something new (Newness) with reference to a familiar material (Familiarity).

Ludden et al. (2008, p. 33) posit that combining familiar and new elements can lead to a surprise. While the product’ s familiar element creates an expectation basis regarding other elements, the expectation is disconfirmed by the new element. Therefore, the familiar and new elements could be utilized to consciously design the product’ s appearance (shape) or material properties (balance, flexibility or weight). What the customers perceive as new would include elements they have experienced previously in a different combination, or will look a lot like familiar stimuli. Design consciousness would enable Lenovo to create products that optimally combines novelty as well as typicality.

At Lenovo, it is not about designing products and adding some elements and new features, the designers must ponder and understand the broader picture. Who are the end-users, the company’ s target markets and how the products would effectively serve them in the future? All the products designed at the company should be based on the understanding of the needs of the customers and how the design and functionality can be tailored in order to fit with the strategic objectives of the company.

References

Aguiar, U.N., ‎2014. Design strategy: Towards a post-rational, practice-based perspective. Swedish Design Research Journal, vol. 2, no. 14, pp.43-52.

Bause, K., Radimersky, A., Iwanick, M. & Albers, A., 2014. Feasibility Studies in the Product Development Process. Procedia CIRP, vol. 21, pp.473 – 478.

Boudreau, L., 2015. How To Assemble Your Team For Innovation. [Online] Available at: http://synecticsworld.com/assembling-an-innovation-team/ [Accessed 25 October 2016].

Calabretta, G., Gemser, G. & Karpen, I., 2015. Co-creating the future: Design practices for effective customer co-innovation. Research Paper. Melbourne VIC: RMIT University.

Carlgren, L., Elmquist, M. & Rauth, I., 2016. The Challenges of Using Design Thinking in Industry – Experiences from Five Large Firms. Creativity and Innovation Management, vol. 25, no. 3, pp.344-62.

Chamorro-Premuzic, T., 2013. The Five Characteristics of Successful Innovators. [Online] Available at: https://hbr.org/2013/10/the-five-characteristics-of-successful-innovators [Accessed 25 October 2016].

Craven, A., 2012. Designing with Stakeholders? Accelerating the design process through co-creation. [Online] Available at: https://uxmag.com/articles/designing-with-stakeholders-accelerating-the-design-process-through-co-creation [Accessed 25 October 2016].

Farhana, M. & Bimenyimana, E., 2015. Design Driven Innovation as a Differentiation Strategy - in the Context of Automotive Industry. Journal of Technology Management & Innovation, vol. 10, no. 2, pp.24-38.

Fredericks, E., 2005. Cross-functional involvement in new product development: A resource dependency and human capital perspective. Qualitative Market Research: An International Journal, vol. 8, no. 3, pp.327-41.

Gemser, G., Candi, M. & Ende, J.v.d., 2011. How Design Can Improve Firm Performance. Design Management Review, vol. 22, no. 2, pp.72–77.

Gemser, G. & Wijnberg, N.M., 2001. Effects of Reputational Sanctions on the Competitive Imitation of Design Innovations. Organization Studies, vol. 22, no. 4, pp.563-91.

Jolly, A. & Philpott, J., 2004. A Handbook of Intellectual Property Management: Protecting, Developing and Exploiting Your IP Assets. New Delhi, India: Kogan Page Publishers.

Kajtaz, M. et al., 2015. An Approach for Personalised Product Development. In International Design Technology Conference. Geelong, Australia, 2015. RMIT University.

Lee, Y. & Evans, M., 2012. What Drives Organizations to Employ Design-Driven Approaches? A Study of Fast-Moving Consumer Goods Brand Development. Design Management Journal, vol. 7, no. 1, pp.74-88.

Lenovo, 2016. Lenovo's Commitment to the Environment. [Online] Available at: http://www.lenovo.com/social_responsibility/us/en/environment/ [Accessed 24 October 2016].

Lu, L., 2013. Design outsourcing is changing the electronics and computer industries. [Online] Available at: http://www.kenan-flagler.unc.edu/news/2013/11/Lauren%20Lu%20Webinar [Accessed 25 October 2016].

Ludden, G.D.S., Schifferstein, H.N.J. & Hekkert, P., 2008. Surprise as a design strategy. Design Issues , vol. 24, no. 2, pp.28-38.

Marzano, S., 2000. Suffusing the Organization with Design Consciousness. Design Management Journal, vol. 11, no. 1, pp.22–27.

Mozota, B.B.d., 2006. The Four Powers of Design: A Value Model in Design Management. Design Management Review, vol. 17, no. 2, pp.44-53.

Naiman, L., 2014. Design Thinking as a Strategy for Innovation. [Online] Available at: http://www.creativityatwork.com/design-thinking-strategy-for-innovation/ [Accessed 24 October 2016].

Razzouk, R. & Shute, V., 2012. What Is Design Thinking and Why Is It Important? Review of Educational Research, vol. 82, no. 3, pp.330–48.

Roper, S., Love, J.H. & Vahter, P., 2012. The value of design strategies for new product development: Some econometric evidence. Working Paper. Coventry: University of Warwick.

Sanders, E.B.-N. & Stappers, P.J., 2008. Co-creation and the new landscapes of design. International Journal of CoCreation in Design and the Arts , vol. 4, no. 1, pp.5-18.

Siang, R.F.D.T.Y., 2016. Design Thinking: New Innovative Thinking for New Problems. [Online] Available at: https://www.interaction-design.org/literature/article/design-thinking-new-innovative-thinking-for-new-problems [Accessed 24 October 2016].

Takeyama, M., Tsukui, K., Yamaguchi, H. & Matsuo, K., 2016. Design-Driven Service Innovation – A Method to Change the Meaning of a Service. In Fifth Service Design and Innovation conference., 2016.

Uotila, M., Aula, P., Rytilahti, P. & Falin, P., 2004. Understanding Cultural Diversity in Design Consciousness. Research Paper. Rovaniemi, Finland: University of Lapland.

Verganti, R., 2013. Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean. Brighton, MA : Harvard Business Press.

Wang, W.C., Chu, Y.C., Chen, Y.C. & Kuo, C., 2015. he Strategic Marketing Management Analysis of Lenovo Group. Working Paper. Taipei: Hwa Hsia Institute of Technology.

Download full paperFile format: .doc, available for editing
Contact Us