By James Carlopio (auth.)
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Additional resources for Strategy by Design: A Process of Strategy Innovation
Boland and Collopy (2004, p. , with a design attitude) on the 34 Strategy by Design design of their new business school building. They had to reduce the f loor space by about forty-five hundred square feet. Quite rationally and predictably, they first identified a number of communal utility spaces that had to be squeezed into the smaller design such as closets, restrooms, storage areas, and spaces for copiers and printers. There were many constraints to be met including proximity to classrooms and offices, “ownership” by various departments and research centres, and circulation patterns in each area.
Rather than taking this as the problem and starting to work on obvious solutions such as making bus routes more efficient or adding more buses at peak times, we should ask some basic and naïve questions and identify the underlying assumptions. It could turn out that buses are never actually full so the problem is not that there are not enough buses and the solution is not to provide more, the problem could turn out to be that people do not like waiting for buses for an undefined period of time with nothing to do.
According to Thackara (1997), “Stringent performance criteria are in the best interests of both designers and clients in the longer term. Defining—and sticking to—precise targets for time, costs, and quality should be the automatic basis for relationships between designers and clients” (p. 435). , industry and business sector knowledge and experience) necessary to establish relevant performance criteria (Boyle, 2004). , definition and measurement of success, business and financial objectives, project timescales, boundaries, activities, standards), balanced with open minds and creativity on the other, to help us creatively generate options for strategy innovation.
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