20. February 2016 Comments (0) Views: 960 Interviews

“DxB is like – A love/hate relationship!”

Rebecca Davis, Service Designer – Car IT- E-Mobility, Audi AG

 

DxB – What is your experience?

My work experience has been entirely based on the intersection of design and business. Through the experience of working in a large organization I have come to the conclusion that we are at the start of a significant shift that will see businesses take a more design focused mindset. This shift will go beyond just the end product and will feature the integration of designers when developing internal processes and applications. In my experience however, a lot of major corporations are yet to fully understand the extent of change which needs to be committed in order to move towards a more design centered organization. I have been supporting our group by taking small steps towards this change.

 

DxB – What drives innovation?

Many people consider collaborations, interdisciplinary and “design thinking” methods as major drivers of innovation. While I do agree, I think the biggest driver is corporate culture and the acceptance that many seemingly innovative projects and idea are not going to be initially successful. People need to be allocated the resources to experiment, debate topics, test them and simply play with their ideas. In order to bring this to fruition, corporate culture needs to allow failure and risk taking. I am not suggesting that failure should be a goal, but rather that it should not result in blame nor shame for the individuals involved.

 

DxB – What is the future?

While major efforts have been undertaken to train employees in “design thinking”, professional designers often remain as external resources. I think we will see more and more designers move into nontraditional positions as creative problem solvers. Furthermore, I predict that if this integration happens, organizations will reinvent themselves and the way that they work. The flexibility to react to the ever changing environment will more frequently decide if a company succeeds or fails. While rigid hierarchies are the current reality, interdisciplinary and agile teams will be the future.

 

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