Portal de Periódicos da CAPES

How Design Becomes Strategic

2000; Wiley; Volume: 11; Issue: 1 Linguagem: Inglês

10.1111/j.1948-7169.2000.tb00286.x

1948-7177

Birgit Helene Jevnaker,

Competitive and Knowledge Intelligence

EXTRAPOLATING from detailed case studies, Birgit Jevnaker describes three approaches to managing assets that allow organizations to leverage design resources more effectively. First, executives should integrate competencies in a dynamic, rather than a linear, fashion. Second, they should nurture talent‐rich design/business relationships and a broad range of external and internal multidisciplinary networking. Third, building on what is ideally a creative mix of talents and content, they should emphasize the modeling of design experiences capturing value from business/design opportunities.