What do we mean by ‘Managing by Design’?
On one hand, it implies a sense of intention and predetermination, and on the other it reflects a spirit of creativity, free-thinking and innovation. Both perspectives should be true of effective management.
But more than this, ‘Managing by Design’ reflects the conscious application of a design perspective within the responsibilities of management.
The book ‘Managing by Design’ is about all of these things. It tells the story (and presents the resources) of using Quality Function Deployment (QFD) to redesign how an organisation works. QFD is a matrix tool which enables you to better harness your objectives into the processes you are using to deliver them. It can be applied to products, services, projects and organisations (from local teams right up to multinational businesses). For a quick overview of the application of QFD to organisation design, follow this link.
The book ‘Managing by Design’ uses parallel formats of textbook and novel to illustrate one organisation’s transformation through QFD, and provides step-by-step guidance, tools and practical illustrations for people to apply it within their own organisations. You can read it on line via the chapter links below.
‘Managing by Design: Using QFD to transform management performance‘ is published by Tesseracts, ISBN 0 9543021 0 9.
The following sections are available to read online:
| Introduction | (Please read the introduction to understand the way the novel and the textbook are interwoven – side-by-side – in Chapters 2-24) |
| Chapter 1 | (Introduction to the novel) |
| Chapter 2 | Confront confused direction |
| Chapter 3 | Confront inferior organisation |
| Chapter 4 | Confront impoverished management practice |
| Chapter 5 | Confront deficient awareness |
| Chapter 6 | Confront undisciplined planning |
| Chapter 7 | Establish clear and explicit common goals |
| Chapter 8 | Define the structure of the organisation |
| Chapter 9 | Exploring ways of working together |
| Chapter 10 | Encouraging commitment |
| Chapter 11 | Leading the change |
| Chapter 12 | Proposal reconciliation |
| Chapter 13 | Managing upwards |
| Chapter 14 | Driving a consistent approach |
| Chapter 15 | Balancing work and home |
| Chapter 16 | Personal values |
| Chapter 17 | Clarifying your purpose |
| Chapter 18 | Reconsidering and re-evaluating your role |
| Chapter 19 | Designing your role |
| Chapter 20 | Making hard decisions |
| Chapter 21 | Systematic management meetings |
| Chapter 22 | Tackling issues (Pursuing the goals) |
| Chapter 23 | The Roof |
| Chapter 24 | Process management reporting |
| Chapter 25 | Pulling it all together |
| Conclusion |
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