Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Aftab, Mersha; English, Stuart; Lievesley, Matthew; Antonio De Filho, Marcos; Agustine Rusli, Helen; Smith, Penelope; Hunt, Pete (2016)
Publisher: Design Management Institute
Languages: English
Types: Unknown
Subjects: N200, W200, W900
The paper demonstrates the need for an entrepreneurial attitude and competence in designers of today in order to ensure innovation. The paper considers evidence from four design innovation case studies to explore the relationship between design capabilities and the wider conditions necessary for innovation. All four case studies have been conducted in collaboration with commercial organisations seeking innovation, and designers and academics based in a university in the United Kingdom.\ud \ud First, a review of design’s capabilities is presented from the literature. Second, evidence from each case study is mapped to the UK Design Council’s popular model of design process: the double diamond. This allows findings across the four cases to be compared and discussed, considering how design’s capabilities contribute to the conditions necessary to transform design effort into innovation. Third, the role of design within the ‘define’ stage of the double diamond is articulated. The initial findings state that the lack of connector-­ integrator capability in designers during the ‘define’ phase lead to weak interpretation of the problem space, and consequently contributed to design’s inability to convert ideas into real products in the ‘delivery’ phase.\ud \ud The paper concludes that for design to effectively drive innovation it needs to secure entrepreneurial support i.e. with an appetite for risk/reward; in the early part of the design process.
  • No references.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article