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Integrating Design into Organizations: The Coevolution of Design Capabilities

by Tua Björklund, Hanna Maula, Sara A. Soule, and Jesse Maula

Integrating Design into Organizations: The Coevolution of Design Capabilities
Blending design practice with engineering and management practice can be a complex task.
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Organizational leaders are increasingly turning to design approaches as a panacea for uncertainty and disruption. However, frictions between design and typical engineering and management practices make integrating design into organizations difficult. To do this well, it is necessary to foster the coevolution of two types of design capabilities: deep expertise in design practices and wide understanding, application, and scaffolds of design. Underestimating the coevolution leads to three typical “pitfalls” that can limit the effectiveness of investments in design. This article examines each of these tensions in the context of large technology companies and presents practical recommendations on how to avoid them.





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California Management Review

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Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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