Schedule>Design Management>DESIGN LEADERSHIP :The Role of Design as Anomaly
  • Speaker

    Francesco GalliPolitecnico Milano - Design SchoolProfessor

    Design Lab Research and Enterprise
    Innovative Design Management Network,
    Executive Course Design Leadership Fundamentals

    Expert in leadership and organisational change.

    Researcher - Design Lab Research and Enterprise, 2003,Design Department - Politecnico Milano
    Researcher - Innovative Design Management Network, 2009,Design Department - Politecnico Milano
    Phd Design - Design as Power - the dark side of design ,exploring design between Leadership , Conflict and Influence
    Executive Course Leadership Fundamentals ,2014 ,MIP Management Institute - Politecnico Milano
    He manages action/research projects developed with companies and productive systems.
    Leadership coach, storytelling trainer and innovation facilitator, Manager and Researcher focus on:Inno Design Leadership, Learning Strategies, Strategic Problem Solving, Network and Management.
    He has consulted on Leadership, Organisational change, Scenario Building, Design and metadesign and strategic planning projects with many Italian companies and international clients such as:
    Artemide, Alessi, Kartell, Chateau d’Ax, Poliform, Limonta, Ratti, Riva, Illy Caffè, Lavazza, Nespresso, Cimbali Faema, Campari, Samsung, La 3, Tiscali, Finlombarda, Fondazione Filarete, Euroma 2, Atm Milano, Bisazza, Eni, Marcegaglia, Augusta Westland, Gavazzi Space, Mapei, Luxottica, Pirelli, Pinifarina, Coop, Rolex, Gewiss, Rcs Media group, MSC Crociere, Armani, Max Mara, Mantero Seta, Swarovsky, Luxgallery, Principe di Savoia, Smau, Mondadori, Feltrinelli, Fashion Tv, Filmaster Group, TVN Media Group, Ac Milan, Siggraph Asia, Expo Shanghai 2010, Municipality of Milan, Lombardy Region, Chambers of Commerce Milan, Triennale Milano, Il Sole 24 Ore.
    As an expert in leadership and organisational change, has participated as speaker in various congresses and conferences in:Beijing, Shanghai, Honk Hong, Changsha, Xi’an, Xiamen, Shenzhen, Guangzhou, Dalian, Wuxi, Suzhuo, Chengdu, Sao Paolo, Porto Alegre, Santiago Chile, Temuco Chile, Valparaiso, Tokyo, Kyoto, Sydney, Melbourne, Taipei, New Dheli.

DESIGN LEADERSHIP :The Role of Design as Anomaly

Session S10
Date 07-17
Start Time 16:50
End Time 17:08
Type keynote speech

DESIGN LEADERSHIP:the role of Design as Anomaly; managing crisis and turbulence, coaching creativity, innovation and attitude.

Design today is still a discipline moving between art and method. Beside its strong and deep involvement within the industrial activities, beside the large quantity of engineering tools able to support it in studying, developing, verifying and testing, beside the so many methods oriented toward a solid progress during a project, the role of the designer is always connected to creativity, and such a role is commonly felt in the universities, or at the beginning of their career.

More, as the interest fields of Design widened from industrial products to communication, fashion, services, and so on (i.e. from material immaterial goods), the complexity of the problems to cope with suggested the use of conceptual tools based on ethnographic aspects, in order to define properly constraints and to provide naïve models of scenarios, from which to derive the proper features.

The Workshop will discuss this ideas from the point of view of the educational processes and testify experiences in workshop activities, describing case studies; the typical approach of: selecting an application field, defining an intervention area, carrying on an ethnographic study, identifying personas and then tracking possible behaviors and needs, then defining some possible solutions for possible problems seems to be an excellent way for providing trivial uninteresting and obsolete good solutions.

We will tried to invert some of the above elements, starting from disruption as a starting point, starting from the principle of provoking constraints, possibly to be overtaken.

So, following a slightly different approach: select an application field, define an intervention area, observe the behaviors, consider which are the usual stereotypes, try to destroy them and so define new formal constraints, provide preliminary solutions, use different principles and methods as validation means, and provide the final proposal.

The constraints, defined in terms of formal elements or of conceptual elements (think in term of four genders, invert the social values of the genders, avoid usefulness and follow futility), were able to provoke very innovative attitude (e.g. “personal empathic dream communication” between two emotionally involved unit) in respect to other, smarts well as boring and without any success possibility.

Target Audience:

Designers who want to create buy-in and build credibility within their organizations. Product managers, developers, marketers, and technology experts. Anyone who is committed to a great user experience and wants to develop their leadership skills and to communicate more effectively.

Benefit for Participants:

1.The distinguishing traits of leaders and how to cultivate those qualities within yourself.

2.How to assess the interpersonal, communication, and collaboration dynamics at play in your team or organization.

3.How to recognize and leverage the distinct mental models, goals, and needs of business, engineering and design stakeholders.

4.Approaches to reducing ambiguity and increasing transparency throughout the design process.

5.Techniques for gaining alignment around vision, process, and outcome.

6.Managing differences in the way you and your boss(es) orient to uncertainty, time, control, and information processing.

7.Cooper’s approach to thought partnership (Pair Design).

8.Techniques for keeping design reviews anchored in business value and user goals.

9.Using persuasion and rhetoric to sell your product vision and get buy-in.

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