XEROX Inter-disciplinary design Les Wynn 13th February 2002 Changing business practices and the inter-disciplinary development process Les Wynn. Changing business practices and the inter-disciplinary development process Les Wynn. The Inter-disciplinary Quandary De Montfort University 13th February 2002 Conference.

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Company context The changing development environment Issues for Design Foundations to achieve inter-disciplinary working Barriers Summary Company context The changing development environment Issues for Design Foundations to achieve inter-disciplinary working Barriers Summary Scope:

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Size - 90,000 employees Global markets - 54 countries Products - 15ppm to 140ppm Brand value - $11.2bn Share price………….. Size - 90,000 employees Global markets - 54 countries Products - 15ppm to 140ppm Brand value - $11.2bn Share price………… $0 $100 $60 Xerox as a business: Company context…

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Development group: Twice the number of components as a car > $10 million tooling Chemists Physicists Mechanical engineers Optics experts Software engineers Systems engineers IDHF

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Changing development environment...

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Extended Enterprise - a turnaround strategy: Full Service Partner Co - maker Relationship Long - Term Agreements / Subcontracts Commodities / Component Supplier Changing Role of Xerox Development Component Design Subsystem Engineering System Engineering

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Full Service Partner Co - maker Relationship Long - Term Agreements / Subcontracts Commodities / Component Supplier Changing Role of Design Appearance specification Design as advisor Design as custodian of customer experience Extended Enterprise - a turnaround strategy:

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Full Service Partner Co - maker Relationship Long - Term Agreements / Subcontracts Commodities / Component Supplier Characteristics HIGH Teamwork LOW Formalisation of Relationship LOW HIGH BROAD Scope of Relationship NARROW Time Horizon LONG TERM SHORT TERM Extended Enterprise - a turnaround strategy:

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Taking on multiple perspectives……... (Something most designers are not good at.) Extended Enterprise - a turnaround strategy: Breaking the ego barrier

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Hub Management Build-to-print Large number of suppliers Xerox design responsibility Xerox “command and control” philosophy S6 S4 S7S3 S5 S2 Xerox Core Network Management Extended Enterprise Small number of suppliers Shared design responsibility Xerox “control centre” Xerox PDT S6S4 S “N” S3 S2 S5 IDHF S9 S10 S8 S7S7 Extended Enterprise - a turnaround strategy: IDHF

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Relationship building (Something most designers are not good at.) Extended Enterprise - a turnaround strategy: Teamworking

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Development process in Xerox - traditional: Market & Product Strategy Vision Define Product Platform Define Product & Deliver Technology Design Product Demonstrate Product Deliver Product Delight The Customer Design Company A Company B Company C

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Market & Product Strategy Vision Define Product Platform Define Product & Deliver Technology Design Product Demonstrate Product Deliver Product Delight The Customer Design Company A Company B Company C Development process in Xerox - Extended Enterprise:

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Market & Product Strategy Vision Define Product Platform Define Product & Deliver Technology Design Product Demonstrate Product Deliver Product Delight The Customer Design Company A Company B Company C Development process in Xerox - Potential:

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Extended Enterprise - a turnaround strategy: S6 S4 S7S3 S5 S2 IDHF Network Management Extended Enterprise Small number of suppliers Shared design responsibility Xerox “control centre” S1 IDHF as part of the core...

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Taking the lead (Something most designers are not good at.) Extended Enterprise - a turnaround strategy: Taking responsibility

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Taking on multiple perspectives Relationship Building Taking the lead Taking on multiple perspectives Relationship Building Taking the lead Issues for Design...

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Designs response to these issues...

XEROX Inter-disciplinary design Les Wynn 13th February 2002 New team structure: DESIGNERS HUMAN FACTORS & COGNITIVE SCIENCES User Perceptions - Brand IMPLEMENTATION TECHNOLOGISTS

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Inter-disciplinary design evaluation Definition DESIGNERS HUMAN FACTORS & COGNITIVE SCIENCES IMPLEMENTATION TECHNOLOGISTS Multiple roles: Realisation

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Design Management Goal setting Negotiation COMPANY OBJECTIVES TEAM DEVELOPMENT END CUSTOMER VALUES Multiple roles: Brand management

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Foundations for achieving multi-disciplinary design teams...

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Choose the right people - breadth and open to new knowledge Environment - eliminate clusters Proximity - communication technology is no substitute Training across disciplines - awareness programmes Clear cross discipline responsibilities - shared goals Cross discipline success metrics Overlap - not specialism Leadership rather than service role - own core knowledge Eliminate negaholics Choose the right people - breadth and open to new knowledge Environment - eliminate clusters Proximity - communication technology is no substitute Training across disciplines - awareness programmes Clear cross discipline responsibilities - shared goals Cross discipline success metrics Overlap - not specialism Leadership rather than service role - own core knowledge Eliminate negaholics

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Design not seen as a core competence Company perceptions of Design as a narrow specialism Project by project funding model Insufficient authority residing with the Design Group Designers themselves - egotism and narrow mindset Design not seen as a core competence Company perceptions of Design as a narrow specialism Project by project funding model Insufficient authority residing with the Design Group Designers themselves - egotism and narrow mindset Barriers...

XEROX Inter-disciplinary design Les Wynn 13th February 2002 Business changes are driving a more inter-disciplinary development process In order to work effectively in an inter-disciplinary environment Design must become more multi-disciplinary in its approach Business changes are driving a more inter-disciplinary development process In order to work effectively in an inter-disciplinary environment Design must become more multi-disciplinary in its approach Summary...