It’s clear that the e$ective management of design is a commercial necessity. It enables a company or organization to innovate, to stay in line with or ahead of the market, and to identify and cater to consumer needs. When design becomes an explicit part of the management process, it can have a greater impact on business performance and help secure a market position for the long term. However, there is growing concern that most European small and medium-size businesses (SMEs) lack su#cient grasp of the role of design and that their focus on its management is still underdeveloped. With the exception of a few small-scale case studies, there has been no substantial research into how European companies handle design. To what extent do they succeed in integrating design into their operational management? What design management skills do they actually have?
This essay explores the notion of resilience by providing a theoretical context and subsequently linking it to the management of safety and security. The distinct worlds of international security, industrial safety and public security have distinct risks as well as distinct ‘core purposes and integrities’ as understood by resilience scholars. In dealing with risks one could argue there are three broad approaches: cost-benefit analysis, precaution and resilience. In order to distinguish the more recent approach of resilience, the idea of adaptation will be contrasted to mitigation. First, a general outline is provided of what resilience implies as a way to survive and thrive in the face of adversity. After that, a translation of resilience for the management of safety and security is described. LinkedIn: https://www.linkedin.com/in/juul-gooren-phd-cpp-a1180622/
Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. Projects as instrument of change are crucial to sustainable development. Association for Project Management (past-) chairman Tom Taylor recognizes that “Project and Program Managers are significantly placed to make contributions to Sustainable Management practices”. And at the 2008 IPMA World Congress, Vice-President Mary McKinlay stated “the further development of the project management profession requires project managers to take responsibility for sustainability”. It is for that reason inevitable that „sustainability‟ will find its way to project management methodologies and practices in the very near future. But how is this responsibility put to practice? This paper explores the concept of sustainability and its application to project management. Based on the studies on the application of these principles in project management we will build the argument that the project management profession should take responsibility for not just for the process of delivering a project, but also for the content and the results of the project itself. Including the sustainability aspects of that result.
