Abstract

The purpose of this paper is to examine how design works at the level of strategy. Through analyses of the practices of five design consulting firms in Denmark, it explores how designers become part of strategy formation in the first place, the types of strategic work they undertake, and what design skills and knowledge they utilize in the making of strategy. The findings suggest that designers engage in strategy-level work in multiple domains ranging from redefinition of existing strategies to building unique organizational competencies to setting corporate vision by developing future scenarios.

Keywords:

strategic design; design consulting firms; design management

Creative Commons License

Creative Commons Attribution-Noncommercial 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License

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Jun 17th, 12:00 AM

Design Expanding into Strategy: Evidence from Design Consulting Firm

The purpose of this paper is to examine how design works at the level of strategy. Through analyses of the practices of five design consulting firms in Denmark, it explores how designers become part of strategy formation in the first place, the types of strategic work they undertake, and what design skills and knowledge they utilize in the making of strategy. The findings suggest that designers engage in strategy-level work in multiple domains ranging from redefinition of existing strategies to building unique organizational competencies to setting corporate vision by developing future scenarios.

 

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