VISION
(STRATEGIC DESIGN)

Strategic Design, according to Calabretta, Gemser and Karpen (2016), is the application of creative tools, specific to design, to facilitate decision-making.

Strategic Design applies principles, approaches, methodologies, methods, techniques and tools from design to build future visions, define long-term plans, and solve complex problems by combining strategic vision with empathy towards the user to generate innovation and value.

It is characterized by a systemic approach that analyzes the context to make well-founded decisions; it is people-centered, focusing on understanding their behavior and needs in order to generate real impact; and it seeks to innovate, creating new product–service systems and sustainable business models, building a bridge between strategy, tactics and operations. While traditional design usually focuses on the final product, Strategic Design focuses on impact, on the change in people’s behavior.

Here we present the use of DIVE Organizations as a technique to create vision concepts in strategic design exercises:

Vision
CONCEPTS

Image: Marliou by Ricardo Mejia, 2015, more information here .

This text is part of the document: (EN) “Design of vision concepts to explore the future: Nature, context and design techniques” (http://jrms.pktweb.com/?p=3777).

Vision concepts are experimental artifacts created by organizations, outside their commercial portfolio, to explore and communicate a desirable future. These futuristic concepts are tangible and materialize various ideas, making them concrete and applicable.

Tips: keep in mind that, in contrast with probable and plausible futures, a desirable future refers to what we “want” to happen. This type of future fiction is more emotional than cognitive. See Voros (2003).

Three principles behind vision concepts

To carry out this project –journey– it is essential to define the core values of this type of Speculative Design (design of ideas). These values clarify how participants will work together, so, to be part of this journey, participants must believe in:

The future as a space for speculation. A set of futures that provides participants with a free space (without commercial/financial pressures) to speculate, to dream… “The future cannot be predicted, but futures can be invented” (Gabor, 1963).
The power of making. A practical process for exploration and experimentation, where participants learn by doing. “Making as a creative act that involves the construction and transformation of meaning” (Sanders & Stappers, 2014).
The importance of people. A commitment to involve diverse people through experiential prototypes and fiction narratives that provoke conversation. A dialogue that primarily makes us think about the future, simulate collective dreams, and change our perception and actions in the present.

The design of vision concepts is a way to democratize the future, where small actors have the power to dream big just as large corporations can.

Purpose of vision concepts

The purposes of vision concepts are related to: innovation, as a way to face the complexity of the future; and communication, as a way to share and discuss the company’s future with those involved in the innovation process.

With respect to innovation, a vision concept acts as a probe that explores a new territory: the future. In this exploration, participants experiment with different ideas through prototypes (sketches, diagrams, models, videos). During the exploration, they perceive, interpret, and respond to change, discovering opportunities and risks in the future and making decisions in the present.

In relation to communication, a vision concept is presented as a prototype that plays the main character in a fictional narrative. This narrative draws people’s attention, internally, by stimulating debate about the future, and externally, as a statement of intent, showing where the organization is heading.

Tips: keep in mind that the core of this project is innovation and internal communication (stimulating debate about the future), not brand positioning or external communication.

The benefits of making vision concepts

Based on the benefits reported by large corporations that use vision concepts –or long-term concept cars/products– it can be inferred that creating vision concepts: (1) develops capabilities in participants, and (2) inspires different stakeholder groups inside and outside the participants.

Through the creation of vision concepts, participants develop, among others, capabilities for innovation and communication. – Capabilities for innovation: they develop their skills for creative problem solving and acquire knowledge about the topic explored and the contextual factors studied. – Capabilities for communication: they acquire skills to communicate concepts.
The design of vision concepts engages different groups in the innovation process and spurs debate about where the participants are heading. Through this debate, vision concepts increase cooperation among people, aligning their interests and increasing their motivation towards the future.