The new British Standard provides practical, state-of-the-art guidance on managing inclusive design, from an organisational level right down to project level
Though not mandatory, organisations that adopt the standard can determine where and how their practices and consumer offers are deficient. They can then take prompt steps to rectify such deficiencies, and plan to take advantage of opportunities to innovate within changing market conditions over the longer term.
The standard sets out a comprehensive framework for introducing a professional approach to inclusive design into organisations. Preparatory groundwork requires more than adjustments to processes and guidelines: changes in organisational culture and infrastructure may have far-reaching effects extending beyond design to other mainstream disciplines. Therefore, clear direction and support are needed from senior executives.
Issues clarified include top-level responsibility for inclusive design, and the formulation of a business case for adopting an inclusive approach that is tied closely with an organisation's core objectives, strategies and plans. Guidance is also provided on how current operations and facilities might be reviewed to check their appropriateness, and how experience and best practices elsewhere might be harnessed effectively. Development and marketing strategies are outlined relating to new products and services.
The standard highlights the importance of conferring with target customers and ensuring close co-ordination during the development process so all disciplines contribute effectively at all stages, before and after introduction to market. The importance of preparing markets for new products and services is highlighted. Getting the launch right is crucial to raising the profitability of the product, as is ensuring that promotion, distribution, and customer support are all harnessed effectively throughout its lifecycle.
Communicating the central messages about the 'inclusive design' approach is essential to get the early backing of key staff. Other issues covered include the legal aspects, drawing up and reviewing investment programmes, and evaluating corporate performance. A useful diagram and checklist provide summary overviews of what needs to be done by senior executives and officers at the organisational level.
Guidance on managing inclusive design at the project level is provided largely through figures on all prime stages of inclusive design projects - from initial trigger to final disposal. Each includes details of the stage aims, inclusive design tasks to be undertaken, tools and techniques that facilitate work, key outputs, and the basis on which a project might progress to the next stage.
Again, a diagram provides a useful overview of prime project stages, while a checklist summarises the main factors to be considered at project level. An annex outlines the tools and techniques that facilitate work at different project stages, some developed specifically for inclusive design work.