XEROX The Interdisciplinary Quandary Interdisciplinary design De Montfort

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

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

XEROX Xerox as a business: Inter-disciplinary design Company context… • Size - 90, 000 employees • Global markets - 54 countries • Products - 15 ppm to 140 ppm • Brand value - $11. 2 bn $100 $60 • Share price…………. . $0 1995 Les Wynn 13 th February 2002 1999 2001

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

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

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

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

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

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

XEROX Extended Enterprise - a turnaround strategy: Inter-disciplinary design Hub Management IDHF S 2 IDHF S 4 Xerox PDT S 5 S 9 S 8 S 7 S 2 S 3 S “N” S 10 Network Management S 6 S 7 S 3 Xerox Core S 6 S 4 S 5 • Build-to-print • Extended Enterprise • Large number of suppliers • Small number of suppliers • Xerox design responsibility • Shared design responsibility • Xerox “command control” philosophy • Xerox “control centre” Les Wynn 13 th February 2002

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

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

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

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

XEROX Extended Enterprise - a turnaround strategy: Inter-disciplinary design Network Management S 1 IDHF as part of the core. . . S 2 S 7 S 3 IDHF S 6 S 4 S 5 • Extended Enterprise • Small number of suppliers • Shared design responsibility • Xerox “control centre” Les Wynn 13 th February 2002

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

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

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

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

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

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

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

XEROX Inter-disciplinary design • 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 Les Wynn 13 th February 2002

XEROX Inter-disciplinary design Barriers. . . • 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 Les Wynn 13 th February 2002

XEROX Inter-disciplinary design Summary. . . 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 Les Wynn 13 th February 2002