California Management Review

Abstract

Organizations increasingly seek benefits from design and design thinking beyond product and service creation. Building on a case study of OP Financial Group, this article showcases interconnected organizational actions to extend the utilization of design from offerings to operations and strategy. Organizing, aligning, and displaying actions work together to consolidate and embed design in organizations, offering a combinatory approach to navigating the integration-differentiation paradox. The results highlight the importance of multipronged efforts to extend the impact of design. Synergy among the three types of actions builds momentum and resilience in change efforts at different levels of design utilization.

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