Konseptisuunnittelija-sanaa itse pidän kuitenkin osuvana terminä kuvaamaan monessa projektissa tarvittavaa roolia. Ammattinimikkeenä se on ehkä web-alalla harvinaisempi ja voi pysyäkin. Harvassa firmassa on puhtaalle konseptisuunnittelijalle riittävästi duunia ja toisaalta konseptisuunnittelijalla on kyllä käytännössä paremmat edellytykset pärjätä duunissaan jos osaa muutakin kuin rautalankamallien piirtelyä. Itse olen törmännyt esim. seuraaviin hyvin päteviin yhdistelmiin:
- konseptisuunnittelija/graafikko
- konseptisuunnittelija/AD
- konseptisuunnittelija/web designer
- konseptisuunnittelija/konsultti

Joskus myös konseptisuunnittelija/projektipäällikkö saattaa olla hyvä yhdistelmä. Mutta tosiaan yhdistelmäroolina näen konseptisuunnittelijan vahvasti. Konseptiosaaminen on kuitenkin esimerkiksi verkkopalveluiden kehityksessä sellaista osaamista jota on syytä olla koko tiimillä. Työtä voi sitten vetää vaikka jokin konsultti tai sitten ihan titteliltään konseptisuunnittelija.

Lyhyt versio: Samoilla linjoilla ammattinimikkeen osalta. Roolin osalta on tärkeätä, että tietyissä tilanteissa voi toimia konseptisuunnittelijana vaikka ko. titteli ei käyntikortissa lukisikaan.

Pitää lukaista raportti läpi, vaikutti kiinnostavalta. Erityisesti kiinnostaa raportin ajatus sosiaalisten tieteiden roolista konseptin muodostumisessa.

Toivottavasti eksyt blogiin uudemmankin kerran, toivottavasti myös päivitystahti jossain välissä vähän tihenisi…

Kiitokset mielenkiintoisesta blogista. Tanskalainen tutkimuslaitos FORA tuo mielinkiintoista näkökulmaa concept design -käsitteeseen:

What is concept design?

Today’s companies are seeking answers to the question “what?”.
What should companies focus on? What problems should the
companies’ innovation solve?

In the past companies wanted answers to the question “how?”.
How do we develop a new product? How should it be designed?
How should it be marketed, and how should the company be
organised to achieve the best solution?

When companies seek advice and answers to how questions
they can turn to consulting engineers, designers, advertising
agencies or management consultants. Until recently, this has
provided a reasonably clear division of labour between different
consulting offerings.

In terms of answering questions related to what a company
should innovate and produce, companies have no obvious
place to go. For that purpose consulting engineers, design
companies, advertising agencies and management consultants
could all be involved. However, none of these companies
are single-handedly able to answer the question “what”.

Hence, we are witnessing industry break-up and gliding.
The study will contribute to shed light on this dynamic and
fascinating development – with a particular focus on possibilities
and consequences for the design industry.

For the purpose of this study the task of answering the question
“what” is termed ‘concept design’ and the companies
working with concept design are termed ‘concept design
companies’.

Concept design is thus the discipline of creating concepts
that answer the question “what”.

A new concept is a solution to a problem that has not yet been
solved or which so far has been solved in an unsatisfactory way.
A concept can be a single product, a single service, or a combination of different products and services.

New technology can be an important part of a new concept,
but a concept can also be created by making surprising new
solutions based on well-known technologies or non-technological knowledge.

Creating new concepts and carrying out concept design require
at least three different competences that must be combined
in a new and untraditional way. The required competences
are business, design, and social science.

Business competences are necessary for identifying the
validity of the concept in the market as well as potential consequences for the company’s business model. Social science
competences are necessary to interpret cultural trends, to
observe user behaviour and to uncover user needs. Design
competences are important when transforming new knowledge
on user and market needs into functional and aesthetic
products or services.

A successful concept can be measured on several parameters.
For example, on whether the solution is a business success
or if it solves social or environmental challenges. Successful
concepts are not necessarily based solely on their functional
characteristics. The experience of the solution can also provide
the concept with its primary value.

FORA:

http://www.foranet.dk/

Raportti:

http://www.ebst.dk/file/7661/conceptdesign.pdf

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