Elevating Design: Building Design As a Dynamic Capability
Elevating Design Building Design as a Dynamic Capability Ryan R. Rosensweig, bba A thesis submitted to the School of Design from the College of Design, Architecture, Art, and Planning at the University of Cincinnati for the degree of Master of Design © 2011 Ryan R. Rosensweig committee Craig M. Vogel, mid (Chair) Associate Dean Professor—Industrial Design College of Design, Architecture, Art, and Planning University of Cincinnati M. Ann Welsh, phd Professor Emerita—Management College of Business University of Cincinnati Dale L. Murray, mdes Associate Professor—Industrial Design College of Design, Architecture, Art, and Planning University of Cincinnati abstract This thesis focuses on the interaction between design and business, exploring its impact on the success of organizations through two case studies of design managers, Dan Harden, Chief Executive Officer for Whipsaw Inc and Sam Lucente, Global Vice President of Design for Hewlett-Packard. Through an analysis of organizational strategy and design, this thesis proposes a theoretical model that identifies how design becomes a dynamic capability for any organization when its promotion and support shifts from a person to a function. Finally, based on this model, this thesis analyzes the effectiveness of design thinking in supporting design as a dynamic capability and offers conclusions for the elevation of a design function in support of a sustained competitive advantage in organizations. acknowledgements To my family, friends, faculty, and mentors—you are my inspiration. table of contents
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