The Inuence of Design Reasoning towards Business Strategising and Innovation
Editor: Assoc. Prof. Poul Kyvsgaard Hansen, Professor John Rasmussen, Assoc. Prof. Kaj A. Jřrgensen, Assoc. Prof. Christian Tollestrup
Author: Andre Liem
Institution: 1: Aalborg University, Denmark; 2: Design Society, United Kingdom
The objective of this article is to reflect six models of “Design” reasoning against the four generic perspectives of business strategising. The selection of these six models was based upon their relevance for design practice. The models are: Problem Solving, Hermeneutic, Reflective Practice, Participative, Social and Normative. Through heuristic comparisons of Business Management and Design Thinking literature, similarities can be found among “Business Strategising”, “Design Strategising” and “Designing Thinking”. Furthermore, it can be concluded that from an “Innovation mode of thinking”, typical models of design thinking and reasoning show similarities with the four strategic perspectives as illustrated in Whittington’s matrix. The relationship between strategy perspectives and models of design reasoning can form a reference for business managers, design mangers and designers on how to plurastically develop innovation strategies. In this context the term “plurastic” should be interpreted from a more nuanced perspective, considering short-, and long term, as well as “egoistic” and “altruistic” ambitions of the organisation. Finally this article aims to argue for connectivity among “Business Strategies”, “Philosophical Worldviews” and “Models of Design Reasoning” through narrative methods, such as story telling.