How is Design Strategic? Clarifying the Concept of Strategic Design

Stevens, John, Moultrie, James and Crilly, Nathan (2008) How is Design Strategic? Clarifying the Concept of Strategic Design. Design Principles and Practices: An International Journal, 2 (3). pp. 51-60. ISSN 1833-1874

Full text not available from this repository. (Request a copy)

Abstract

It is claimed that design services have an increasing (and increasingly recognised) potential for strategic influence in organisations. This paper is a theoretical exploration of this claim, and of the meaning of design in the context of business strategy. Design’s capabilities and influences, as recognised in the domain of design management, are related to the well-known, established strategy concepts. These include positioning and differentiation (Porter’s value chain and five forces), views based on internal resources (knowledge, learning, competence), and, briefly, on strategy as an entrepreneur’s personal vision. In an attempt to clarify the concept of strategic design, three ways are proposed in which design might be termed ‘strategic’: competing by ‘high design’ can be a strategy in itself, design can help implement strategic positioning, and design methods (or ‘design thinking’) can inform strategy formulation.

Item Type: Article
Subjects: W200 Design studies
Department: Faculties > Arts, Design and Social Sciences > School of Design > Design
Faculties > Arts, Design and Social Sciences > School of Design > Design
Faculties > Arts, Design and Social Sciences > School of Design > Design
Depositing User: Ellen Cole
Date Deposited: 08 Apr 2013 13:46
Last Modified: 10 Aug 2015 11:15
URI: http://nrl.northumbria.ac.uk/id/eprint/12006

Actions (login required)

View Item View Item

Downloads

Downloads per month over past year

View more statistics


Policies: NRL Policies | NRL University Deposit Policy | NRL Deposit Licence