Home > Research > Publications & Outputs > Learning to Practice
View graph of relations

Learning to Practice: Nurturing Client Business in Design Education

Research output: Contribution to journalJournal articlepeer-review

Published

Standard

Learning to Practice : Nurturing Client Business in Design Education. / Murphy, Emma; Baldwin, Jonathan.

In: Design Management Review, Vol. 23, No. 4, 12.2012, p. 90-103.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Murphy, E & Baldwin, J 2012, 'Learning to Practice: Nurturing Client Business in Design Education', Design Management Review, vol. 23, no. 4, pp. 90-103. https://doi.org/10.1111/j.1948-7169.2012.00216.x

APA

Murphy, E., & Baldwin, J. (2012). Learning to Practice: Nurturing Client Business in Design Education. Design Management Review, 23(4), 90-103. https://doi.org/10.1111/j.1948-7169.2012.00216.x

Vancouver

Author

Murphy, Emma ; Baldwin, Jonathan. / Learning to Practice : Nurturing Client Business in Design Education. In: Design Management Review. 2012 ; Vol. 23, No. 4. pp. 90-103.

Bibtex

@article{e4e86bd07c544f44bb53f1442deaabe5,
title = "Learning to Practice: Nurturing Client Business in Design Education",
abstract = "The past is another country.Picture the scene: Sterling Cooper advertising agency. Don Draper{\textquoteright}s 1960s New York office. Clients with little knowledge of the creative process—impressed by quick wit and clever wording—hand the agency a brief. The creatives, after hours of pacing their office, cigarette in one hand, scotch on the rocks in the other, using a process only powerful account executives can understand, weave their magic and produce, at the last minute and seemingly out of nowhere, yet another fantastic slogan that makes the clients millions of dollars. The client marvels at the mysterious wonders of the design process, and exits happy. Design team did good. Job done. Time for another cigarette. If the design process depicted in the TV series “Mad Men” were ever true, it surely is no longer. Gone are the days when designers were given a tight brief by the client and left to “get on with it,” where designers work in isolation, left to their own mystical devices. The clients that employ designers today have vastly different needs from those in the Don Draper days. Design is not something that is added at the end of a process, like icing on a cake. It{\textquoteright}s not the magic wand of the felt-tip fairy. It is the process.",
keywords = "design , design education, skills, education, training, MANAGEMENT, design future, strategy, business",
author = "Emma Murphy and Jonathan Baldwin",
year = "2012",
month = dec,
doi = "10.1111/j.1948-7169.2012.00216.x",
language = "English",
volume = "23",
pages = "90--103",
journal = "Design Management Review",
issn = "1557-0614",
number = "4",

}

RIS

TY - JOUR

T1 - Learning to Practice

T2 - Nurturing Client Business in Design Education

AU - Murphy, Emma

AU - Baldwin, Jonathan

PY - 2012/12

Y1 - 2012/12

N2 - The past is another country.Picture the scene: Sterling Cooper advertising agency. Don Draper’s 1960s New York office. Clients with little knowledge of the creative process—impressed by quick wit and clever wording—hand the agency a brief. The creatives, after hours of pacing their office, cigarette in one hand, scotch on the rocks in the other, using a process only powerful account executives can understand, weave their magic and produce, at the last minute and seemingly out of nowhere, yet another fantastic slogan that makes the clients millions of dollars. The client marvels at the mysterious wonders of the design process, and exits happy. Design team did good. Job done. Time for another cigarette. If the design process depicted in the TV series “Mad Men” were ever true, it surely is no longer. Gone are the days when designers were given a tight brief by the client and left to “get on with it,” where designers work in isolation, left to their own mystical devices. The clients that employ designers today have vastly different needs from those in the Don Draper days. Design is not something that is added at the end of a process, like icing on a cake. It’s not the magic wand of the felt-tip fairy. It is the process.

AB - The past is another country.Picture the scene: Sterling Cooper advertising agency. Don Draper’s 1960s New York office. Clients with little knowledge of the creative process—impressed by quick wit and clever wording—hand the agency a brief. The creatives, after hours of pacing their office, cigarette in one hand, scotch on the rocks in the other, using a process only powerful account executives can understand, weave their magic and produce, at the last minute and seemingly out of nowhere, yet another fantastic slogan that makes the clients millions of dollars. The client marvels at the mysterious wonders of the design process, and exits happy. Design team did good. Job done. Time for another cigarette. If the design process depicted in the TV series “Mad Men” were ever true, it surely is no longer. Gone are the days when designers were given a tight brief by the client and left to “get on with it,” where designers work in isolation, left to their own mystical devices. The clients that employ designers today have vastly different needs from those in the Don Draper days. Design is not something that is added at the end of a process, like icing on a cake. It’s not the magic wand of the felt-tip fairy. It is the process.

KW - design

KW - design education

KW - skills

KW - education

KW - training

KW - MANAGEMENT

KW - design future

KW - strategy

KW - business

U2 - 10.1111/j.1948-7169.2012.00216.x

DO - 10.1111/j.1948-7169.2012.00216.x

M3 - Journal article

VL - 23

SP - 90

EP - 103

JO - Design Management Review

JF - Design Management Review

SN - 1557-0614

IS - 4

ER -