Design. Innovation. Disruption. Those buzzwords are driving strategies and decisions from boardrooms to bullpens across the globe. And yet: What is good design worth, and how can that value be measured?
The notion of “design thinking”—which takes some of the tools involved in shaping physical products and applies them to the task of building better systems and organizations—has been around for decades.
“Good design is good business”: This line from then-IBM president Thomas J. Watson Jr.’s 1973 speech at the University of Pennsylvania has become a battlecry for the place of design in business operations.