The 10 best and 10 worst: industrial designs - Industrial Design

Chief Executive, The, June, 1993 by Marc Gobe

Historically speaking, both design imperatives and business parameters have changed. At the turn of the century, many ventures were launched by inventors, entrepreneurs who bet everything on little more than an idea. Henry Ford, trained as an engineer, designed his own cars; in 1903, he began to manufacture them. A decade later, he revolutionized factory production with assembly-line methods that turned out cars cheaply, quickly, and in quantity. Ultimately, this led to increased sales and the motorization of America.

But there are few visionaries left. A modern example might be Steve Jobs, who dreamed up the Apple PC and then designed a package for it. By contrast, the majority of CEOs today are marketers, not inventors. Take current Apple Computer Chief John Sculley, who manages the design and dispersion of thousands of products and other "communications" each year. Like Sculley, most corporate executives today manage ideas rather than give form to their visions. Fostering partnerships between business and design may require loosening the boundaries of both areas, but along the way an entirely new dimension may be discovered that brings added value to both.

As we approach the 21st century, American business faces increased competition from foreign markets. Our overseas competitors have demonstrated that design is a major ingredient in business success, yet we have been slow to heed their example. Technology, once a source of product enhancement, is now so commonplace that it is no longer compelling simply to repackage a product. Opportunities to educate the customer about the advantages of your product or service are more limited. In a design-literate market, consumer standards are higher. As a result, a corporate design is more important, not less.

For all these reasons, design management must be at the core of an organization. It must be compatible with and help to determine a company's broader strategic goals. Successful design can add value to products, build and maintain market share, and increase a company's public appeal. Such appeal is a tangible business asset. It is as good as money in the bank.

Invited by CE to pick the "best" and "worst" designed products or services in 10 commercial categories of my choice, I have sought in this article to identify cases where design, innovation, and function are active elements in the value added to (or subtracted from) the product.

AUTOMOBILES

AMERICAN MOTORS HUMMER

In any era or culture, there are those who go their own way with undeniable conviction, a flair for the dramatic, and fearless individuality. The American Motors Hummer is one such vehicle: It is most likely the toughest off-highway vehicle on Earth.

The Hummer was developed to replace the Jeep, which was developed to replace the military motorcycle. Designed by the AM General Corporation to meet the Army's highest standards in a High Mobility Multipurpose Wheeled Vehicle, the Hummer gained attention during the Gulf War as a tactical troop carrier, weapons platform, and ambulance. Though the civilian model has the added amenity of a leather-covered steering wheel, the Hummer personifies Spartan functionalism. Giant 130-inch tires, a 16-inch ground clearance, and an aluminum body convey the ruggedness and industrial strength of a military runabout.