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The DMI Design Value Scorecard: A New Design Measurement and Management Model

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AUTHOR:

Michael Westcott, Steve Sato, Deb Mrazek, Rob Wallace, Surya Vanka, Carole Bilson and Dianne Hardin

 

 

MANY COMPANIES THAT "lead with design” are admired by their customers, extolled by the media, and coveted for the design talent they've managed to cultivate. Few of us, however, may be aware of how much tangible value is also created—and how design can demonstrably affect the assets of shareholders who put their money where the great design is. This elusive link between design and shareholder value was first uncovered by the UK Design Council in its 2005 study of design-led firms.

 

 

The Design Council research looked at 1,500 organizations throughout the UK and defined 250 of them as design-led companies, where the use of design had made a direct impact on such key measures as competitiveness, market share, sales, and employment. One important component of this effort was "a sustained track record in design and innovation awards”2 by these organizations. Other indicators of design leadership included senior-level or executive-level design management and broad design training across the organization. The Council's study pointed out that these companies outperformed their peers in the FTSE 100 over a 10-year period by a startling 231 percent.
Keywords: Design Strategy, Design Value, Design Valuation, DVI, Design Value Project, Design Value Index, Design Organization

 

DMI REVIEW / WINTER 2013

 

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Design Process, Design Strategy, Design Value, Design Valuation, DVI

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