What Drives Organizations to Employ Design‐Driven Approaches? A Study of Fast‐Moving Consumer Goods Brand Development

Design × innovation: perspective or evidence-based practices†

“…While the conceptual breadth of design-led innovation represents its potential, an underlying problem is that there is no accepted construct for design-led innovation, and thus, it is not clear what evidence should be observed to affirm or refute a null hypothesis about the effect of being design led on innovation. Conceptual expansions on the use of design by organizations for the purpose of innovation continue to be introduced, such as the concept of a design-driven approach, which combines both design thinking and designled innovation (Lee & Evans, 2012). Conceptual refinement toward a construct that takes a systematic view on the interaction between design, broadly construed, and the effectiveness with which a firm converts its design resources and capabilities into innovation outcomes is increasingly needed to distinguish design from other inputs to innovation, such as marketing (Hauser et al, 2006).…”

Discussing a New Direction for Design Management through a New Design Management Audit Framework

“…Research reveals that design can also be a valuable resource in the formation of strategy by helping to define corporate objectives and by providing ideas about business possibilities, new directions and opportunities that can inspire and shape strategy (Chung & Kim, 2011;Francis, 2002;Sanchez, 2006;Weiss, 2002). Scholars also indicate that the process of carrying out design projects, the introduction of design knowledge and skills to the organization, and the continuous application of these skills in the development of new products and services are observed to incite important indirect effects, such as changes in organizational processes, corporate strategy and organizational culture (Borja de Mozota, 2003;Buchanan, 2008;Deserti & Rizzo, 2013;Junginger, 2008;Lee & Evans, 2012;Lockwood, 2011;Ravasi & Lojacono, 2005;Smith, 2008).…”

“…Recent literature indicates that design is increasingly undertaking new roles such as restructuring and shaping company strategies; formulating new or improved business models and visions; in driving organizational change and renewal; and participating in organizational cultural change (Borja de Mozota, 2003;Buchanan, 2008;Deserti & Rizzo, 2013;Lee & Evans, 2012;Junginger, 2008;Lockwood, 2011;Ravasi & Lojacono, 2005;Smith, 2008). Similarly, observations regarding design practice reveal that leading design consultancies around the world (e.g.…”

How a Design Executive Officer Can Craft an Organizational Culture

“…Hence, for the design‐acquired organization, design leadership at the strategic level is fundamental to enabling an organization to underpin design (Lee and Evans, ). According to British Standard 7000 (, p. 14), a design leader also plays different roles at the organizational and individual levels: Organization : A design leader is a trendsetter in design approach or style or is acknowledged to be at the forefront of design practice and performance. Individual : A design leader takes the lead in design activities or is accepted as being the key authority who harnesses design expertise and infrastructure to exploit the full potential of design's contribution to an organization's performance. …”

“…Hence, for the design-acquired organization, design leadership at the strategic level is fundamental to enabling an organization to underpin design (Lee and Evans, 2012). According to British Standard 7000 (2008, p. 14), a design leader also plays different roles at the organizational and individual levels:…”