Two decades ago, Samsung Electronics in South Korea was known for manufacturing affordable, imitative electronics for other companies, prioritizing speed, scale, and reliability. Designers had little influence, and the final aesthetic touch was added as an afterthought. However, in 1996, Lee Kun-Hee, the chairman of Samsung Group, recognized the need for innovation and envisioned design as the key to global competition in the 21st century. This marked the beginning of Samsung’s journey to become a design-focused company.
Lee’s vision materialized, and Samsung, with over 1,600 designers, now boasts a robust innovation process. Multidisciplinary teams, including designers, engineers, marketers, ethnographers, musicians, and writers, collaborate to identify user needs and societal trends. Samsung has received numerous design awards, and its products, like unconventional televisions and the Galaxy Note series, have set industry trends.
However, transitioning to an innovation-focused culture wasn’t seamless. The efficiency-centric management practices posed challenges. Yet, Samsung’s success can be traced back to the decision to build an in-house design competency. Instead of importing expertise, Samsung nurtured a dedicated group of designers who aligned with the company’s long-term goals. This internal focus fostered strategic thinking and resilience among designers.
Overcoming internal resistance required designers to empathize with various functions within the organization. Convincing engineers, suppliers, and even managers invested in the status quo necessitated innovative solutions. For instance, when faced with resistance from an LCD panel supplier during the creation of the One Design flat-panel TV, Samsung’s designers devised a supply-chain model that not only addressed concerns but also reduced shipping costs.
To bridge the gap between designers’ visionary thinking and managerial decision-making, visualization played a crucial role. The development of the Galaxy Note, considered too large by conventional standards, exemplifies this. By reframing the conversation through a mock-up that resembled a pocket diary, the design team successfully introduced the phablet category, challenging industry norms.
Market experimentation also became a tool for internal support. In the case of TV design alterations in 2003, skepticism from managers was countered by testing the concept in the European market, leading to a million units sold in six months. Successful marketplace experiments enhanced the standing of design within the company.
As Samsung continues to evolve, challenges persist, especially with the shift towards software-based products. Designers are exploring agile development for software interfaces and cross-functional coordination. The company’s design revolution is ongoing, emphasizing the need for continuous review and adaptation to stay ahead in the rapidly changing technological landscape.
