Consultancy Designer Involvement in New Product Development: Mapping a Novel Design Leadership Process

• DOI: 10.21427/d7vr29
• Publication Date: 2010-01-01
• Authors: Fiona Maciver; Aidan O’Driscoll
• Keywords: Industrial design; Design studio

The role of design and designers in new product development (NPD) has always been problematic complex its approach the extent involvement (Leenders et al., 2007; Murray O’Driscoll, 1996; Veryzer Borja de Mozota, 2005). As industrial profession seeks to confront challenges a recessionary environment, both designer led ‘intuitive’ NPD, marketer ‘systematic’ become outmoded (Cross, 2001; Martin, 2007). There is shortcoming, even ambivalence, NPD management literature as how involved (Cooper 2003; Olson 1998). Perks al. (2005) suggest designer’s moving from merely functional expertise broader leadership activities. research reported this paper contextualise fledgling position leader, understand nature level NPD. Using case study approach, researchers sought investigate these issues Ireland’s largest consultancy. firm, established 25 years ago, employs 30 professionals. It handles projects for range well-known, international clients mature, consumer categories, example, Palm, Terraillon Logitech. lead researcher spent six weeks embedded firm summer 2009, carrying out quasi-ethnographic observation semi-structured interviews with management. Further were conducted at European studio an consultancy enable comparison. was found be period flux, situation where client called shots, often based on uni-dimensional market research, towards one win greater A such predicament yet empirically examined literature. Reorientation passive, late, fuller input central feature research. significant amount conventional work gradually gravitating business analysis marketing conceptualisation. Designers engaged high product, user brand, offered direction through In many regards, they embraced language craft marketer. company’s mantra “manifest our clients’ brand great design”. This shift marks division between mere service provider versus authority. which could successfully depended, large part, relationship client. determined timing Different types intensities relationships observed. For constant dyadic communication facilitated intense typical briefs extremely informal. However, asymmetry consultancy-client relationship, provoking vulnerability internal tension, uncovered. revealed transitional ground that currently inhabits. charts detail move by well-established take ‘ownership’ shaping process, constellation designer-client critical. model hinging around project classification input, developed. predicated three important insights research: (i) broadened remit; (ii) extensive early part designers; (iii) increased ownership process designers. transitions, increasingly sell provide value clients, it suggested provides relevant insight consultancies firms process.