El reciente informe The Business Value of Design (El Valor del Diseño en los Negocios) publicado por McKenzie y que es el primero de su especie en la historia, es el síntoma de que se está dando un salto aún más grande en la constatación global de la importancia de éste en el mundo empresarial. El informe refleja los datos de 300 empresas, como Spotify, Ikea o Pixar, que lideran sus sectores gracias a la integración del mismo en su filosofía y su modus operandi, duplicando la media de crecimiento y beneficios de sus competidores, y cosechando una imagen excelente en amplios segmentos de la sociedad.
EL DISEÑO: LÓGICA PARA LA CREACIÓN DE VALOR
Históricamente el diseño ha luchado frente a su equivocada imagen de acción superficial o añadido decorativo sobre un objeto o espacio, cuya esencia está previamente resuelta por completo. Siempre escaparon a esta idea unos pocos hombres y mujeres de negocios visionarios, que supieron recoger sus frutos.
En las últimas décadas, la comunidad de diseño mundial ha comunicado cómo su actividad define los espacios, objetos o imágenes que creamos, entre otros. Las innovaciones de diseñadores o arquitectos se suman a los aciertos comerciales de esos líderes de negocios visionarios, o a la contribución del diseño a los logros históricos de ingenieros, médicos y otros profesionales destacados. ¿Qué es, si no el diseño, aquello que hace de Barcelona una ciudad agradable para vivir y de la Torre Eiffel un símbolo?¿Y qué son un PC de sobremesa, una navaja suiza o una jeringuilla sanitaria si no grandes diseños en sí mismos? Con este esfuerzo comunicamos que la palabra DISEÑO afectaba verdaderamente a la esencia de lo que creamos.
El reciente informe The Business Value of Design (El Valor del Diseño en los Negocios) publicado por McKenzie y que es el primero de su especie en la historia, es el síntoma de que se está dando un salto aún más grande en la constatación global de la importancia de éste en el mundo empresarial. El informe refleja los datos de 300 empresas, como Spotify, Ikea o Pixar, que lideran sus sectores gracias a la integración del mismo en su filosofía y su modus operandi, duplicando la media de crecimiento y beneficios de sus competidores, y cosechando una imagen excelente en amplios segmentos de la sociedad.
Hoy empezamos a comprender que el diseño no solo es omnipresente sino realmente inevitable en la acción humana: de la misma forma que la energía calorífica lo inunda todo, y el frío no es frío en sí mismo sino ausencia de calor, el diseño es intrínseco a las cosas, que funcionan y SON mejores o peores en gran medida como consecuencia de éste. Por un lado lo tenemos interiorizado hasta tal punto que habitualmente hablamos por ejemplo del “diseño de la naturaleza”, pero por otro tendemos a olvidarlo en nuestras propias acciones. El diseño trasciende disciplinas y va mucho más allá de la creación de objetos tangibles. Es por encima de todo una LÓGICA INTEGRADORA y ESTRATÉGICA, que alinea todos los factores de un proceso de creación hacia un objetivo: aquello que estamos creando.
Restringiéndonos al mundo empresarial, el diseño no contribuye solo a crear imágenes y marcas, objetos, máquinas o espacios, sino también experiencias, ambientes y ecosistemas, servicios, estrategias e incluso dinámicas internas de trabajo en una empresa. Un ejemplo de esto último es la transformación interna que ha llevado a cabo RAPT STUDIO, utilizando sus propios conocimientos de las dinámicas de trabajo del diseño junto con metodologías ágiles para mudar de piel, consiguiendo un crecimiento del 123% y posicionándose como una de las empresas más innovadoras en el campo de la arquitectura (ecosistemas), creación de marca y estrategia en 2018.
Aprovechar este potencial requiere un esfuerzo para unir fuerzas y que las empresas comprendan e integren el diseño por un lado, y los diseñadores acerquemos nuestra lógica a la de los negocios.
¿Qué capacidades concretas implica la lógica del diseño y por qué es valiosa para los negocios?
En nuestra experiencia desde el mundo educativo, un buen diseñador es capaz de combinar cinco habilidades: pensar de manera divergente, sistémica, sintética, creativa-colaborativa y experimental.
Pensamiento divergente: es la capacidad de EXPANDIR el universo de ideas relacionadas con un problema determinado. ¿Cuántas cosas se pueden hacer con un clip? Podemos encontrar entre 10 y 200 aplicaciones dependiendo de nuestra habilidad. Imaginen el valor de esto para los negocios.
Pensamiento sistémico: es la creación de un sistema de RELACIONES entre todas las ideas y factores que hemos asociado a un problema determinado.
La transformación de una ciudad en base a una visión como Shanghai 2035 Helsinki 2050 requiere considerar factores espaciales, medioambientales, tecnológicos, económicos, culturales, politicos, legales y un largo etcétera. Cuanto mejor comprendamos sus relaciones y su funcionamiento como un todo, más capacitados estaremos para reinventar esas ciudades.
Pensamiento sintético: la realidad actual es constantemente ambígua; no hay una respuesta perfecta sino posibilidades mejores y peores. Cada posibilidad representa una negociación entre factores cuantificables (como coste o tiempo) y no cuantificables (como gusto o utilidad), que pueden incluso ser contradictorios.
Esa negociación requiere síntesis: una respuesta ecuánime pero a la vez atractiva, eficiente y clara para el conjunto de la sociedad. Esta capacidad de NAVEGAR LA AMBIGÜEDAD Y LA INCERTIDUMBRE contribuye a resolver muchos de problemas complejos actuales utilizando la lógica del diseño.
Pensamiento colaborativo-creativo: es la capacidad para GENERAR IDEAS y HACERLAS REALIDAD COLABORATIVAMENTE, además de en solitario.[6] Esto requiere hacer nuestras las ideas de otros, y entender cómo nos complementamos con ellos. Es también la clave de una de las grandes promesas cumplidas del diseño, la conexión entre la imaginación y su aplicación a la realidad.
Pensamiento experimental: PENSAR Y APRENDER A TRAVÉS DE LA ACCIÓN. Su beneficio para las organizaciones es que un líder creativo no requiere un panorama completo de un problema para empezar a resolverlo; puede empezar con muy poca información. Esto permite resolver problemas inalcanzables sin la lógica experimental –innovación-, y hacerlo con mayor agilidad y flexibilidad. La ciencia y el diseño comparten este territorio, que ha producido sorpresas archiconocidas, como la penicilina.
El mundo empresarial necesita personas, equipos y organizaciones así; capaces de integrar estas cinco capacidades al unísono a todos los niveles, para responder a los problemas complejos actuales.
La integración del diseño en el ADN empresarial contribuye a crear valor, transformando las organizaciones desde tres flancos que quiero destacar: la redefinición del “ethos” de la empresa, habilitándola para identifcar y resolver nuevos problemas; la creación de dinámicas de trabajo más colaborativas, creativas y flexibles, y como resultado de lo anterior, la creación de productos y servicios altamente atractivos e innovadores.
Aún queda camino por recorrer para aprovechar todo este potencial y completar una TRANSFORMACIÓN CREATIVA: el acercamiento entre los negocios y el diseño, requiere verdadero lugar para éste dentro de las estructuras empresariales, de la misma manera que lo hemos creado para la tecnología.
En los organigramas empresariales tradicionales, todos los departamentos estaban directamente conectados con la dirección, pero el departamento de diseño e innovación quedaba relegado como mero satélite del márketing en muchos casos. Si el diseño es realmente una lógica estratégica e integradora debe participar de todos los demás departamentos y mantener relaciones directas y ágiles con el liderazgo de la empresa o formar parte del mismo, más allá de tener un territorio propio, bien conectado y financiado, para labores concretas.
Wework ha entendido bien esto. Describen la labor de Bjarke Ingels como su nuevo Chief Architect[7] de la siguiente manera:“Bjarke nos ayudará no solo a imaginar el futuro de nuestros espacios, sino nuestra empresa y en definitiva nuestras ciudades”.Wework, cuya misión es Transformar el Mundo en un Lugar en donde las Personas no se Ganen la Vida, sino que se Atrevan aCrearla, no es una empresa de diseño, pero lo ha integrado en su más pura esencia.
Otras multinacionales también están creando espacio para nuevos Chief Design Officers. Por ejemplo Mauro Porcini, quien después de renovar la cultura creativa de 3M, ha transformado completamente como PepsiCo se relaciona con su entorno, creando varios centros de diseño de la empresa a nivel mundial. Según Mauro Porcini, “un Chief Design Officer es alguien que debe comprender profundamente una empresa en todos sus aspectos” y precísamente su enfoque amplio del diseño le ha permitido definir y mejorar su impacto a través de toda la organización.
Por último, para participar de esta transformación sin huir de las dinámicas que crea, los líderes de negocios y los diseñadores debemos aceptar que es necesaria la existencia de una cierta TENSIÓN CREATIVA entre ambas partes, de la misma manera que lo es entre los protagonistas de toda buena obra de teatro.
La alternativa a aceptar esta productiva tensión es acomodarse y dejar que otros ocupen este espacio, convirtiéndonos, quizás, en una de esas empresas incumbentes descritas por Clayton Christensen.
El futuro ya tira de nosotros dibujando entre otras cosas un mercado laboral en el que la creatividad será el mayor valor al alza, mientras competimos por una nómina literalmente frente a las máquinas. La revolución creativa llegará a su máximo potencial si la construimos juntos, conectando mucho mejor nuestros lenguajes.
Por eso nuestra labor educativa se centra fundamentalmente en formar diseñadores que comprendan y compartan este acercamiento, creando nuevas formas de valor para la sociedad.
Jerónimo van Schendel Erice es arquitecto, director del Master in Architectural Management and Design de IE School of Architecture and Design, y graduado M.Arch II por Harvard GSD.
[6] > Manager’s Recommendation #4: How Artificial Intelligence Will Redefine Management. (2016). Harvard Business Review. Consultado 28 de enero de 2019, from https://hbr.org/2016/11/how-artificial-intelligence-will-redefine-management
[7] > Howarth, D. (2018). Bjarke Ingels joins WeWork as chief architect. Dezeen. Consultado 28 de enero de 2019, from https://www.dezeen.com/2018/05/08/bjarke-ingels-big-chief-architect-wework-co-working-news/
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