Viewing management as a design acti

Viewing management as a design activity is an idea that is not entirely new and has had illustrious defenders dating back to the late 1960s (Simon, 1969; Ackoff, 1981; Scho¨n, 1983). However, up to very recently, this perspective had a marginal status and survived in narrow enclaves (Lemoigne, 1993; Hatchuel, 2001; Romme, 2003). It is only in the mid-2000s that it made a remarkable comeback (Boland and Collopy, 2004a; Huff et al., 2006; Liedtka and Mintzberg, 2006; Jelinek et al., 2008; Brown, 2008; Martin, 2009; Raney and Jacoby, 2010) and regained epistemic clout, as evidenced by the growing number of d-Schools in universities around the world, d-curricula in business schools and the success of consulting firms applying design tools and methodologies to solve complex problems encountered by private and public organizations alike.
Adopting a design perspective and applying design methodologies to solve strategic and organizational issues would drastically modify the relations of firms to their clients, suppliers and, more broadly, to all their stakeholders. A shift towards a design approach has the potential of transforming firms’ offer, internal processes, value chain, organizational capabilities, as well as re-arranging the relations between co-workers, and between managers and subordinates. As it were, the move would be evolutionary, if not revolutionary. On the other hand, managers are always yearning for novelty and usually prove to be good at adopting the latest fad and .. . digesting it (Sherman, 2003).

Results (Indonesian) 2:

Melihat manajemen sebagai kegiatan desain adalah sebuah ide yang tidak sepenuhnya baru dan telah memiliki pembela terkenal dating kembali ke 1960-an (Simon, 1969; Ackoff, 1981; Schon, 1983). Namun, hingga baru-baru ini, perspektif ini memiliki status marginal dan bertahan di kantong-kantong yang sempit (Lemoigne, 1993; Hatchuel, 2001; Romme, 2003). Hanya di pertengahan 2000-an bahwa itu membuat comeback luar biasa (Boland dan Collopy, 2004a; Huff et al, 2006;. Liedtka dan Mintzberg, 2006; Jelinek et al, 2008;. Brown, 2008; Martin, 2009; Raney dan Jacoby, 2010) dan kembali pengaruh epistemik, terbukti dengan meningkatnya jumlah d-sekolah di universitas di seluruh dunia, d-kurikulum di sekolah-sekolah bisnis dan keberhasilan perusahaan konsultan menerapkan alat desain dan metodologi untuk memecahkan masalah kompleks yang dihadapi oleh swasta dan organisasi publik sama.
Mengadopsi perspektif desain dan menerapkan metodologi desain untuk memecahkan isu-isu strategis dan organisasi akan secara drastis mengubah hubungan perusahaan untuk klien mereka, pemasok, dan lebih luas, untuk semua pemangku kepentingan mereka. Pergeseran menuju pendekatan desain memiliki potensi mengubah tawaran perusahaan ', proses internal, rantai nilai, kemampuan organisasi, serta kembali mengatur hubungan antara rekan kerja, dan antara manajer dan bawahan. Karena itu, langkah itu akan menjadi evolusi, jika tidak revolusioner. Di sisi lain, manajer selalu merindukan hal-hal baru dan biasanya terbukti baik di mengadopsi mode terbaru dan ... mencernanya (Sherman, 2003).