Infographic: Building Design-Driven Companies

It is only until recent times that companies – startups, SMEs and MNCs –
are beginning to understand the true potential of design. They have
realized that not only they can design communication, products, and
services, but also to design the business itself.

Only when the business is designed itself, companies will be able to have a
system to continuously innovate and grow by design.

How do you design the business in order to become design-driven? This
infographic should help you.

Embed this infographic (via Slideshare)


loneflag:Cooler days mean heavier layers. The @bradleymountain traveler mug and @alohasunday Smith wool shirt in the winter air of the desert. If you’re out and about on this chilly Monday, hot coffee is brewing at the shop. 📷 @taylorabeel #loneflag #alohasunday #bradleymountain #palmdesert (at Cooling Temps)




Intuit’s CEO on Building a Design-Driven Company – HBR

Timothy Archibald When Scott Cook cofounded Intuit, in 1983, many other companies were already offering software to help people track their finances.


Found on


Management by Meaning – Roberto Verganti – Harvard Business Review


Roberto Verganti is a regular often quoted on this blog. Probably because for me his book is still relevant as it was 2 years ago. Hope u like his design driven innovation approach too.

Found at Steve Jobs and Management by Meaning – Roberto Verganti – Harvard Business Review.

Steve Jobs has always been considered an anomaly in management; his leadership style was something to admire or to criticize

Read all at Steve Jobs and Management by Meaning – Roberto Verganti – Harvard Business Review.

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Another review of Roberto Verganti’s Design driven innovation Near Future Laboratory

Found at

Roberto Verganti’s Design-Driven Innovation, a business book on how “firm’s” can participate in larger networks of design discourse in order to achieve radically innovative stuff. Mostly an argument with a three-step “how-to” addressed chiefly to executives. An intriguing argument with a fistful of examples presented over and over to drive these points home. In the “good” column, I would say that it is not bad to have (another) book addressed to (potentially) skeptical executives who are more motivated by features and bottom line bill-of-materials/profit/margin sorts of things. On the “m’eh” column, I would say that the book, like most business books, simplifies the really curious, intriguing and fun challenges of leading an organization that has fiduciary and legal responsibilities to make as much money as it can; that has cultures that are led chiefly by engineering and accounting; that thinks design is putting lovely curves around rectangular circuit boards; &c; &c; It would be a much more interesting read to hear the knotty, thorny challenges of design-led innovation. Rather than the “pat” case studies, I would like to have more of a deep/thick investigation of what happens really when one leads with design. It’s more than partying with the well-known, hipster designers Verganti highlights.

I’m reading two books at once, a dangerous thing to do because one is always interpreted alongside the other, changing what it may have been and my perspective, necessarily. But, in hindsight I would say that I am doing this on purpose. One of the books is Reassembling the Social: An Introduction to Actor-Network-Theory (Clarendon Lectures in Management Studies) by Bruno Latour, which I am reading for the second time. The other book is Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean by Roberto Verganti, which I only bought because of the suggestive, business-y title and because business books are things I can make short work of during a 5 hour airplane flight. You know — they basically tell you everything you discover in the title, and then repeat it for no more than 200 or 250 pages, only with snap-to-grid, spic-and-span examples.

To be continued at

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