Digital Transformation Impacts

Digital Transformation Impacts

 The pace of change we are experiencing is substantially faster than ever before, It is no longer incremental; it is disruptive and nonlinear.

Technological disruption is already affecting every part of our lives. Every business, every industry, every society and even what it means to be “human”. These changes show no signs of slowing down; in fact, they are accelerating rapidly.

Manufacturers ecosystem designers urgently need an evolved mindset and toolset to navigate through the maze of opportunity and overcome the potential challenges of disruption. I mean to shift from product-centric business models to creating and capturing other sources of value (table[i]).

Late 18th–19th century


Beginning of 20th century




2010 onward


First industrial revolution: Power generation


Second industrial revolution: Industrialization


Third industrial revolution: Electronic automation


Fourth industrial revolution: Smart automation…and exponential change



From Deloitte report:[ii]There is a clear and compelling case for manufacturers to leverage exponential technologies and incorporate digital transformation throughout their organizations. Nearly 90 percent of respondents to a Deloitte and MIT Sloan Management Review global survey anticipate that digital trends will disrupt their industries to a great or moderate extent. Yet only 44 percent of respondents say their organizations are adequately preparing for the disruptions to come.

The Digital Manufacturing Enterprises – DME organizations that use exponential technologies to transform via Industry 4.0 enable opportunities to create an efficient, real-time automated feedback loop – data flows from the physical space to digital; capabilities enrich that data and deliver information and insights back to the physical world –  that can unlock step-change value and provide insights and visibility to solve for incredibly complex problems and/or previously unknown opportunities. And demonetized affordable now due to economies of scale.

Exponential technologies are also dramatically changing the “what” (technology and automation), “who” (talent and the open talent continuum), and “where” (workplaces, physical location) of work across manufacturing organizations.

Understanding the mechanics behind business models is one of the most important new skills that all innovative leaders must develop. Exponential business models are needed now more than ever. Leaders often encourage their teams to think big and be more disruptive – but to follow through, people need new tools. We believe that learning how to design exponential business models is a discipline all leaders and entrepreneurs should learn[iii].

A new value proposition: Information-based services and platforms. As companies digitize their products and services, they aren’t just creating new versions of their traditional offerings, they’re creating entirely new marketplaces. Every business, regardless of industry, should be exploring how and what to digitize in their existing value proposition to not only serve existing customers better but to potentially open up foundationally new exchanges of value.

According to results from a recent MIT/Deloitte study[iv], cultures of digitally progressive companies share important characteristics. They engage in rapid experimentation, take risks, invest in their own talent, and value soft skills in leaders more than they do technical prowess. Manufacturing organizations striving to become more digitally mature should consider designing these characteristics.

The exponential rate of change is creating new challenges and opportunities, the talent is key in closing the gap and increasing the rate of change. But we need to redesign the work-space to build up new talents, then how can we re-skill and retrain people to learn technology and tools faster, and how can we design technology so it requires less training? How can we redesign the workplace to be more digital, open, and collaborative, yet provide opportunities for employee development and growth?

Considerable research shows that the highest-performing teams (and leaders) are those that are the best-connected within and across a company. Does our organization have enough open, collaborative, physical and digital spaces to facilitate people-to-people engagement?

What is our organizational and work design capability?


[i] Exponential technologies in manufacturing Transforming the future of manufacturing through technology, talent, and the innovation ecosystem.

[ii] Deloitte and MIT Sloan Management Review, Aligning the organization for its digital future, July 2016,

[iii] Singularity University, An Exponential Primer,

[iv] Deloitte and MIT Sloan Management Review, Aligning the organization for its digital future, July 2016,


Project Design Capabilities as Strategy

Design management capability as essential competence for the project team. It enabler designing adaptive project framework to cope with complexity and innovation issues as natural corporate process. Design led-innovation by developing product/services based on experiences and knowledge gathered from user-centric design; organizational-centric design and society-centric design. It means practices driver project changes; planning based on resource sensitive; digital impact analysis as central decision enactment of an outside-in perspective; and design collaborative coworking space.

A hyperloop between Design Strategy, Design Innovation and Design Project as business value model. A dynamic capability to keep competitiveness their products/services on future. Especially considering emerging technologies and user perspectives – user-centered ideas –  way to incorporate novelties, validate usability, test viability and scalability of the products/services.

It mainly impacts the project aim about saving, speed-up and agility that only comes out through problem-solving approach implementation and emergent technology alignment that should be provided by project evolving planning under design management analysis.

Design management is the pillar to help in dealing with difficulties of the traditional processes and innovative approaches to bridging the gap for circular economy needs. Especially to address the new business model “Design for PSS”, it means Product-as-a-Service. Circular economy trending new look for project planning, the transition from the traditional linear to ‘take-make-consume-dispose’ approach has demanded better design for end-of-life product/service development.

Designing as cooperative and collaborative learning for coping with complexity provenance from transdisciplinary context and market-environment adaptive are essential for successful project development.

Digital as central-point analysis for project design concerning’s. Nobody can say that have no dependency on digital technologies and should understand that its impact the business company and related activities into someway. A digital boundless as strategic role-centric on project design capability.


Zózimo – Editor in Chief
The Journal of Modern PM
Project Design Management Magazine

Design Innovation in Project Organization

Design Innovation in Project Organization.

There is no doubt that agility and flexibility are key critical issues to correct in a modern project management marketplace –  but how to actually build this capacity?

Behind these keywords there are at least two major foundations to be provided first: a) time-to-respond capacity and b) capability to get expert support at the right moment, both are skill items that best fix these project requirements to survive in the dynamic market environment. I mean, bring on the fly project execution, the change and timing capacity to the project organization.

Moreover, also considering on demand expert support and project contextualization facilities as foundations to change and timing capacity. The project environment should address it at an online service level to promote an adaptive organization. In this project organization innovation, it is not enough to place the focus on risk minimization approach only but also on the learn by doing approach is required. In other words, to manage resource efficiency and fast experiments learning need to be a native environment proposition.

This on demand competence service should be central in a problem-solving approach to promote focus on the list of project issues and share it to get an expert second opinion to reach better project decision results. Obviously that to provide a wide range of competences is a challenge but most of them should come from empirical cases and heuristic academics theory to applicable knowledge. The main objective is boundary empowerment in a project team and obviously project savings. Through the advisor’s access on finger touch and to right timing the project practitioners have enough support to keep the project running consistently.

It’s a responsive project organizing concept, which means that an environment will provide a problem-solving approach by online service access to make on demand specialized competences available in a timing-response that addresses business flexibility and agility requirements. However, this team collaboration base requires new work division – cooperation and coordination. This new way of work breakdown and team composition should be a native practice application in order to have a modern project management organization.

The modern project management has modified the correlation between division and allocation of labor in a teamwork project, applying this collaboration work method as flexibility to a temporary project organization – a team of multidisciplinary experts involved during the entire life cycle project in a fast and economic manner. External agents dynamically allocated in the expert’s matter project. What is at stake is the adequate responsiveness and timing-response to maintain business attractiveness and keep the project life-cycle. Through the cooperation of external agents and a coordinated collaborative team the project results have more added business value. Specially because this brings the best tradeoff between savings and a ready change request, which is always a challenge to projects.

The source of the problem lies in the efforts to establish multidisciplinary teams in the projects running, a challenge that requires a close integration between cooperation and coordination throughout the project life cycle.

Mobilization and demobilization of experts in a multidisciplinary team is an inherent effort in projects. The teams are the “means” a company has to meet its business needs, especially those related to changes capacity, which emerge from market trade or more precisely from project stakeholders. So how to achieve balance between high performance, agility and flexibility on project team organization in a way that it can become a strategic company advantage? It should also be considered that these balancing criteria are not the only ones to be observed but also the restrictions regarding the environment in which this team works. In this scenario the timing of these expert’s allocations and work distribution should provide a dynamic working model like “wrong before and learn fast” as critical success factors for a modern project management. Agility and precision sounds antagonistic, but there is a balance and the perhaps the answer is the right dosage of integration between cooperation, coordination and problem-solving focus to provide a rereading of the project management organization. An adaptive capacity to support frequent changes in a project lifecycle.

Zozimo – Editorial Letter
The Journal of Modern Project Management

Design of Project and Start-up Model

Design of Project and Start-up Model

Project and Start-up have many common-points and it begins by temporary organization behavior. Startups business model aim to fast growth through its scale, repeatable and social impact. Many of these target objectives is reached by Minimum Viable Product (MVP) concept that allow shorten product-cycle development and anticipate the lessons learned by user experience and then use it to improve the product features to pursue successful business results.

Design management is bridging the corporate projects to have embed start-up behavior. The benefit of looking ahead with Project Design.

Design is an iterative and social process – the evaluation of choices and outcomes early-on, before committing to a course of action. By rapidly exploring possibilities – through dialogue, analysis, and prototyping –  awareness is built and better results are achieved. And as things change a good design must be easily adjusted. Project Design is the capability to model, explore, and optimize complex projects and programs.

Some companies confuse painfully detailed project schedules and budgets with effective project design. Traditional scheduling and reporting methods overlook nearly half of what actually determines the ultimate outcome of these projects and programs. They miss the opportunity to examine the complex interactions that will determine whether their efforts are likely to meet expectations. Attention to the cost, time and risk associated with day-by-day singularities and dynamics of teamwork, including coordination tasks. Project Design is the capability needed by teams to perform in today’s dynamic teamwork environment.

With Project Design teams develop a model of a project which integrates three fundamental systems: products, processes, and teams. A functional and temporary organizational structure should be designed to meet each project benefit and changes during lifecycle. The project design promotes a rapid assessment of trade-offs, what-ifs and contingencies that arise after the baseline model has been established.

Based on collaboration the project design process stimulates the teams to characterize scope and dependences, roles and responsibilities, uncovered assumptions, risks and their mitigation, and trade-off analyses then they reach a consensus on a baseline model and options. And the coordination activity should be managed – designed, prioritized, allocated, measured, and adjusted. A full and meaningful baseline project plan outcome and teamwork engaged. The results have shown practical and streamlined collaborative planning with rapid trade-off analyses.

Project design workouts rapidly expose old assumptions embedded deeply in our processes and professions, stimulating teams to build a new situational awareness as to when and where attention and coordination matter.

The design management used by projects have similar meaning that start-up formula to have success on the business model innovation and disruptive approach. Taste it before to buy! That’s design of project, in a collaborative way setup a suitable organizational, process and teamwork structures to build the product/service that will be provide by project outcome.


Editorial Letter
JMPM – Journal of Modern Project Management

References: inspired by and excerpted from Bryan Moser papers, CEO of Global Project Design –

Por que Project Design?


Há quatro anos, quando iniciamos a publicação acadêmica Journal of Modern Project Management, o conselho editorial chegou à conclusão de que a palavra “Modern” expressava uma já consolidada visão sobre épocas distintas na Gestão de Projetos, evidenciando que uma nova dinâmica de gestão, especialmente em projetos, estava estabelecida a ponto de não mais ficar distante dos objetivos de pesquisas, trazendo ao centro das abordagens a relação entre incerteza e flexibilidade.

Agora, ao aplicar Design ao Project Management no nome da revista, remodelamos nossa abordagem editorial para uma temática que melhor atenda a amplitude em torno da área de gestão de projetos e sua modernização, que demanda por competências em sintonia com a agilidade de um mercado hiperconectado – “IoT – Internet of Thing” em que velocidade e colaboração são vetores do desenvolvimento e inovação.

A revista manterá seu foco editorial na Gestão de Projetos, mas alinhará às influências de Design Science, Tecnologias Emergentes e Inovação.

Atualmente o design de produtos assim como o design de serviços e sistemas aplicam as diversas disciplinas como Engineering Design, Organizational Design etc, ou seja, Design Science para lidar com a complexidade e dinâmica do mercado global e suas especificidades locais. Inevitavelmente o Project Design, que visa a estabelecer balanceamento entre processo, produto/serviço e pessoas nas iniciativas organizacionais, é uma abordagem em sintonia com a evolução das demais áreas.

A ciência como motor da prosperidade e o oxigênio dos modelos Startups mostram o caminho e a velocidade para as organizações, respectivamente.

Por que Project Design?

“O Design como disciplina reconhecida é relativamente recente na comunidade acadêmica. Design é ambos, arte e ciência. Abordar o conhecimento em Design com métodos científicos não faz e não deveria negar a arte presente no design; isto é apenas uma maneira de focar… Design Science estuda a criação de artefatos e sua inserção em nosso ambiente físico, psicológico, econômico, social e virtual. O bom design melhora nossas vidas por meio de produtos e serviços inovadores, mais sustentável, para criar mais valor, reduzir ou eliminar consequências indesejáveis de implantações tecnológicas. Design ruim arruína nossas vidas. Em design science, o design de produtos e sistemas é resolvido com a combinação de análises e sínteses, e desenho de muitas disciplinas científicas… Então o design acontece numa diversidade de disciplinas, cada uma com sua própria linguagem, cultura e semântica… Contudo, design é mais frequentemente a instanciação de conhecimento científico que o coloca em benefício da sociedade para seu uso.” (Panos Y. Papalambros).

“A arte do design é manter múltiplos potenciais futuros em mente ao mesmo tempo, enquanto a ciência do design é a previsão, analisando e otimizando as escolhas desse potencial futuro.” (Kristi Bauerly).

“O mundo do design tem dois significados: como verbo e como substantivo. O verbo descreve a ação do design e o substantivo especifica seus resultados. Um design é tido aqui como um plano para intervenção, o qual, quando implementado, tem a intenção de mudar uma situação indesejada dentro de uma desejada. Designing é o processo de identificação dessas situações, e também de desenvolvimento do suporte para a transição.” (Amaresh Chakrabarti).

“Design envolve pessoas, processos, artefatos e sistemas. O princípio básico que distingue a pesquisa em design das outras áreas e suas disciplinas é a característica intrínseca da multidisciplinaridade de conhecimento e sua exploração que atravessa as fronteiras de disciplinas como engenharia, ciência social, artes e arquitetura, economia, negócio e gestão, ciência da computação, comunicação, etc. Os problemas reais de design não envolvem somente problemas técnicos, mas também dizem respeito a problemas humanos, grupos, organizações e sociedades, impactam leis e negócios, discutem assuntos relacionados a ética e ambiente, dizem respeito a uma colaboração multidisciplinar e pesquisa. O principal tema em design science é a necessidade por explorar a intersecção e interação de pessoas, produtos/serviços e sistemas.” (Wei Chen).


“Após 25 anos de designing e pesquisa em Design Process, o que se mantém claro para mim é que engenheiros e designers, seja qual for a situação, estão motivados a criar alguma coisa nova e ‘boa’, em que os processos sejam caracterizados pela dose certa de criatividade, incertezas, conhecimento, rigor e gestão. Mesmo que alguns ‘bons’ produtos possam ter surgido de processos caóticos. Temos que continuar perguntando o que pode ser bom, ou melhorado, ajustado, e continuar desenvolvendo um equilíbrio adequado entre qualidade do produto e processos efetivos.” (P. John Clarkson).


“Design Science pode parecer uma contradição de termos. Tipicamente são duas disciplinas separadas pelas fronteiras institucionais, cada uma em sua área. Você pode ser apenas uma delas, mas não ambas. A ciência busca definir o mundo como o é, enquanto design lida com a complexidade da qual pode tornar-se parte. Ciência confia na repetição dos resultados de experimentos feitos por colegas em laboratórios enquanto design celebra o gênio solitário… Mas existem mais similaridades do que diferenças, especialmente em seus processos criativos, não porque o jeito que design faz parece ser mais claro do que a ciência faz, mas porque no coração dos seus processos criativos ambos são mais confusos e complexos do que ambos tinham pensado… A atividade de design envolve insight, criatividade, planejamento, comunicação e potencialmente todas as distinções cognitivas que fazem de nós humanos, e mais do que em qualquer outro tipo de atividade, esse efeito literalmente muda o mundo. Se essas ferramentas realmente nos permitirem entender esse processo criativo, a ciência e o design, juntas, podem ser a mais importante ciência que temos.” (Sean Hanna).

“O design é uma atividade humana de identificar o propósito e desenvolver conceitos e realizações de artefatos que alcancem os propósitos sob várias situações de ambientes. Dependendo do tipo de artefato o design é categorizado em várias áreas disciplinares, como engenharia, arquitetura, industrial e moda. Diferentes áreas têm preocupações diferentes – algumas são orientadas à funcionalidade e outras pela estética. (Yan Jin).

“O design de engenharia estava e está lidando com o futuro, especialmente quando ele não é feito para um cliente específico! Esse é um importante argumento para encurtar o tempo de desenvolvimento do produto.” (Udo Lindemann).

“O design designa o resultado e também o processo de criação de mercadorias, serviços e qualquer coisa feita pelo homem num sistema sociotécnico. Em essência design consiste em iniciar com assuntos, metas com expectativas de desempenho, seguida de uma proposição aceitável e um plano factível. Design está intrinsecamente ligado ao fardo da combinação de soluções de cenários, o qual deve ser a priori gerado de maneira probabilística para maximizar a possibilidade de criação de valor e a posteriori confirmar os multiatributos de desempenho para os diferentes stakeholders – clientes, beneficiários e tomadores de decisão – apresentarem como uma boa proposta de compromisso nesse tempo e espaço.” (Bernard Yannou).

“O Designing é uma das mais profundas atividades intelectuais humanas. Ele é o modo como os humanos intencionalmente mudam o mundo ao seu redor.” (John Gero).


Editorial MundoPM – Revista Project Design Management

Cloud Services – Competence Shared

Share Competence and Collaborative Environment

IoT – Internet of Things vem transformando a relação serviços vs demanda. Personal Cooperation by Team Extended é uma dessas inovações que agrega muito valor a dinâmica de trabalho em equipe.

Compartilhar, essa talvez seja a palavra que melhor caracteriza o momento que vivenciamos com a hiperconectividade e mobilidade. Como executivo na área de Publisher e Editor-Chefe de publicações especializadas na área de Gestão de Projetos, e também uma rica experiência como empreendedor do meu próprio negócio atualmente pode ser facilmente disponibiliza via ambientes colaborativos e então minha experiência profissional e competências associadas compartilhada com equipes distribuídas no Cloud.

O Project LIVE – é um desses ambientes colaborativos especializados para Gestão de Projetos.

Crie sua ISSUE e compartilhe com equipes internas ou externa, com pares, com especialistas e até mesmo com pessoas de outras áreas para ampliar sua percepção e compreenção daquilo que você está trabalhando e responsável por apresentar resultado.

Uma experiência colaborativa com foco em resolver problemas e desenvolver oportunidades. Sem para o seu planejamento, em tempo de execução, você pode agregar uma Segunda-Opinião ao seu esforço de trabalho.

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Zózimo – Editor Chefe
Project Design Management