Traditional measurement systems contain valuable elements that shouldn’t be ignored.

To get a better handle on innovation, some companies have attempted to constrict the process with existing measurement techniques. Time-honored measurement systems like Six Sigma and the Balanced Scorecard are effective in the right context, but are often implemented in a way that can stifle innovation. These methods traditionally focus on operation and execution, with a drive for reliability, consistency and control that can hamper generative, creative thought and risk taking. While these systems do a great job capturing and analyzing quantitative data, they fall short when it comes to relevant qualitative information that is valuable to the design and innovation processes.

In developing a design metrics system, HP and Jump have found that these more traditional metrics systems are nonetheless founded on solid principles. The Balanced Scorecard promotes alignment on business goals and allows managers at different levels flexibility to choose their own success metrics. Six Sigma sets up an overarching framework for solving problems and gives people a set of tools to address them. We’ve found that the core elements of both systems could work for innovation and design, but we’ve adapted them to our design and innovation processes and to allow design teams to implement a more tailored system.

Framing Design’s Impact at HP

The tools used to administer such a system should be simple. They must be designed to fit with the way different people work and should support a robust process of design and innovation.

A well-designed measurement system will serve as a compass that the team can use to make sure it’s on course and headed in the right direction. One such powerful tool within HP is our D³ Matrix that, when used up front, aligns objectives and priorities.  Teams use the framework as a foundational tool to prioritize and focus their project objectives early, and maintain alignment as they drive their projects forward to completion.

Each of the cells of the D³ Matrix represents a strategic design goal that can be pursued on a project. These goals are organized around horizontal bands that map to a larger, 3-tiered HP strategy known as Design to Simplify, Design to Differentiate, and Design to Innovate. Design to Simplify creates a solid foundation upon which the successive tiers can build and provide increasing innovation and value to both HP and its customers.

Related posts:

1. Five Key Strategies for Making Metrics
2. Design Council’s Lessons from America
3. Five Key Strategies for Managing Change
4. Design Strategies for Technology Adoption
5. Sustaining vs. Disruptive Innovations