Design Resilience
Design resilience is most applicable in industries to ensure the innovation of new products is upheld. Designers have been addressing the need for sustainability to ensure there is consistency in consideration of the environmental, economic and social aspects to produce products that meet consumer’s needs. The research perspective focuses on the serious issues that could have affected the consumer perspective in the designed product. During the designing process, the designers are always keen on focusing on the needs, wants and limitations to ensure the designed product creates an emotional attachment to the consumer. Design resilience is the intentional design of products, buildings, regions and communities to respond to uncertain and artificial disturbances. Therefore, this paper uses various sources to provide a broad overview of design resilience.
1.
The article stipulates that the uncertainty of potential future disruptions are the core initials of the possible occurrences and optimizations that lead to the design resilience for the coverage to be satisfied with the incorporated infrastructure. The resilient disturbances call for the balance to prevail, resulting in effective design investment to enhance infrastructural networks that meet the need of the society and improve economic development. The design process is aimed to withstand disturbances to strengthen the reliability of the product to the people. The designers are opted to be innovative to improve recovery chain reliance in the infrastructural development to ensure the regional balances are upheld and that all the consumers are satisfied with the product.
Turnquist, M. and Vugrin, E., 2013. Design for resilience in infrastructure distribution networks. Environment Systems & Decisions, 33(1), pp.104-120.
2.
The article provides a helpful rationale pf explaining the basis of design resilience. The results showed that design resilience occurs due to the expansion of consumer markets due to the Industrial revolution. The disturbance occurs due to changes in the environment that subject the consumer to change their demands and wants. Therefore, consumer behavior changes, making the designers innovative to explore new ways to enhance the improved design of the products to meet consumers’ needs. The shift in technology and social-cultural changes in the community forced the designers to develop a complex rational solution to solve the unsolved problems in the community. Design resilience is essential since it helps the designers to withstand the changes occurring in societies. The management approach to enhance design resilience for the designers is through planning that allows them to be prepared with the strategies to meet the changes in consumer behavior.
Cowley, R., Barnett, C., Katzschner, T., Tkacz, N. and De Boeck, F., 2018. Resilience & design. Resilience, 6(1), pp.1-34.
3.
The journal anticipates that the abrupt changes and unexpected results in business lead to higher risks, especially when the management team is not well planned to have design resilience. The disturbances in the economy result in the paralyzation of the financial market and consequences that result in a low supply of products and materials in the market. Therefore, innovativeness is necessary to adopt the design resilience to respond to the gap to enable the business to recover from the disturbances. Design resilience is considered at the employee level to refer to the ability to bounce back to face the problems and adversity to come up with the solution to help the organizations achieve the best even in uncertain situations. It can only be achieved through thorough planning for the strategies that keep the business running even when the disturbances occur.
Linnenluecke, M.K., 2017. Resilience in business and management research: A review of influential publications and a research agenda. International Journal of Management Reviews, 19(1), pp.4-30.
4.
The article explores that design resilience is the ability of the organization to be persistent in facing substantial changes in the economy and environment to withstand disruption and catastrophic events. The occurrence of disruptive events to the organization results in low profitability. Many businesses have to have innovative designers to face the changes and develop solutions. Organizational design resilience is considered a competitive advantage in the manufacturing sector. The profitability is achieved through planned strategies to cope with the situation when disruptive changes occur. Therefore, the organization should be flexible enough to deal with the situation. The employees need to have a conducive environment to adjust their functionality. The organization need to be flexible to change the structure and processes. Design resilient behaviour in the organization incorporates and enhances awareness for the production of products to meet the wants and needs of internal and external consumers.
Morisse, M. and Prigge, C., 2017. Design of a business resilience model for Industry 4.0 manufacturers.
5.
The article articulates the best way to design strategic resilience in the organization. Uncertainty occurs due to economic and environmental changes; hence, there is a need to have strategic stability to design. The organization can maintain and sustain its performance record by having a
strategic plan for resilient design. The need to have a competitive advantage requires the organization to invest in design resilient to achieve customer loyalty to improve performance record. Strategy to design resilience in the organization should have innovative employees, improve the employees in the decision-making process, have financial investments and employ appropriate leadership qualities to take part in management in the organization.
Välikangas, L. and Romme, A.G.L., 2013. How to design for strategic resilience: a case study in retailing. Journal of Organization Design, 2(2), pp.44-53.
6.
Researchers stipulate that there are benefits to the organization when it embraces design resilience. It includes an improved corporation, expanding the market and achieving a competitive advantage. The article states that disruptive events have positive results for the organization as they can be innovative to exploit the opportunities and deal with the threats. The design resilience helps the business focus on risk management to cope with uncertain situations that require strategies to be articulated. In addition, design resilience in the organization supports the organization in maintaining and sustaining its performance record to achieve a competitive advantage.
Ortiz‐de‐Mandojana, N. and Bansal, P., 2016. The long‐term benefits of organizational resilience through sustainable business practices. Strategic Management Journal, 37(8), pp.1615-1631.
7.
The article suggests that the designed approach for supply chain management resilient understands consumers needs. The supply chain can be standardized through understanding the consumer behaviour to produce products that meet the needs of consumers at any convenient time. Meeting consumer expectations results in a continuous supply chain. Design resilient in the organization enables the organization to manage the macro-environment risks that may hinder the continued productivity of the organization. Designing the supply chain resilient reduces the redundancy to risks to enhance the flexibility in the supply base to enhance prolonged profitability in the organization.
Agigi, A.F.A., Niemann, W. and Kotze, T.G., 2016. Supply chain design approaches for supply chain resilience: A qualitative study of South African fast-moving consumer goods grocery manufacturers.
8.
The article explores the failure due to their businesses’ lack of design resilience. Resilience is the ability of the firm and entrepreneur to remain stable even after the occurrence of a loss or disruptive event that led to the company incurring more losses. The lack of design resilience hinders the business in achieving the competitive advantage due to a lack of strategies to cope with the uncertain situation. During the adverse event, the entrepreneur needs to have set plans and strategies to adjust the working condition. In an atmosphere where many employees are involved, the need for adjustments in the organization structure is essential to cope with the traumatic events. The entrepreneurs are always urged to be resilient and innovative to develop the strategies to design products or the environment to be able to be sustainable in its activities.
Corner, P.D., Singh, S. and Pavlovich, K., 2017. Entrepreneurial resilience and venture failure. International Small Business Journal, 35(6), pp.687-708.
9.
The article explores the business’s outcomes when the design resilient is adopted in the organization. The entrepreneur aims to have the skill of doing the company, is resilient, and be innovative to have strategic ideas to conform to the changes in the environment. The design process is continuous due to uncertain events that are risky to the business when they happen in the stage where the company is not aware. Entrepreneurs are prone to innovativeness and creativity to ensure that they design the product as per the needs of the consumers. The ideology of product design is to remain sustainable even when traumatic events occur. The expected outcome when the business employs design resilience is achieving a competitive advantage in the manufacturing market.
Kunaka, C. and Moos, M.N., 2019. Evaluating mentoring outcomes from the perspective of entrepreneurs and small business owners. The Southern African Journal of Entrepreneurship and Small Business Management, 11(1), pp.1-11.
10.
The journal stipulates that organizations are open systems probing to substantive changes and turbulence risks due to uncertain working environments. Therefore there is a need to achieve stability and balance in such situations through design resilient. The latter can be achieved through innovation, cooperation, benchmarking and planning to ensure that the organization is ready to go hand in hand with the changes. To gain a competitive advantage, it has to be stable even when turbulent risks happen. Therefore the need to have a pre-plan and strategies to enhance adjustment in working performance would be practical.
Carayannis, E.G., Grigoroudis, E., Sindakis, S. and Walter, C., 2014. Business model innovation as an antecedent of sustainable enterprise excellence and resilience. Journal of the Knowledge Economy, 5(3), pp.440-463.
Reference list
Agigi, A.F.A., Niemann, W. and Kotze, T.G., 2016. Supply chain design approaches for supply
chain resilience: A qualitative study of South African fast-moving consumer goods
grocery manufacturers.
Carayannis, E.G., Grigoroudis, E., Sindakis, S. and Walter, C., 2014. Business model innovation
as an antecedent of sustainable enterprise excellence and resilience. Journal of the
Knowledge Economy, 5(3), pp.440-463.
Corner, P.D., Singh, S. and Pavlovich, K., 2017. Entrepreneurial resilience and venture
failure. International Small Business Journal, 35(6), pp.687-708.
Cowley, R., Barnett, C., Katzschner, T., Tkacz, N. and De Boeck, F., 2018. Resilience & design.
Resilience, 6(1), pp.1-34.
Kunaka, C. and Moos, M.N., 2019. Evaluating mentoring outcomes from the perspective of
entrepreneurs and small business owners. The Southern African Journal of
Entrepreneurship and Small Business Management, 11(1), pp.1-11.
Linnenluecke, M.K., 2017. Resilience in business and management research: A review of
influential publications and a research agenda. International Journal of Management
Reviews, 19(1), pp.4-30.
Morisse, M. and Prigge, C., 2017. Design of a business resilience model for Industry 4.0
manufacturers.
Ortiz‐de‐Mandojana, N. and Bansal, P., 2016. The long‐term benefits of organizational resilience
through sustainable business practices. Strategic Management Journal, 37(8), pp.1615-
1631.
Turnquist, M. and Vugrin, E., 2013. Design for resilience in infrastructure distribution
networks. Environment Systems & Decisions, 33(1), pp.104-120.
Välikangas, L. and Romme, A.G.L., 2013. How to design for strategic resilience: a case study in
retailing. Journal of Organization Design, 2(2), pp.44-53.
