Design Management, Design Thinking and Strategic Foresight – Tools in an age of disruption?
Bridgette ENGELER NEWBURY
Strategic foresight, design thinking and design management strategy share
some fundamental principles and similarities in principles, methods and
processes. All are potential tools to help people and organisations, especially
business, plan for the future, make sense of complexity and navigate
disruption. So, if they were applied in design practice or business strategy,
could strategic foresight used with design thinking and design management
assist organisations, designers and their clients in anticipating, planning for
and designing for the unknown? The underlying premise of this paper is that
strategic foresight, design thinking and design management are
complementary and potentially mutually beneficial in an age of disruption
and change. Design and foresight together may improve the quality and
speed of design and innovation programs, streamline the path from idea to
market, or help to clearly communicate a developing idea through scenarios,
creative pitches and prototypes. Bringing design into a foresight process
could help with the rendering and articulation of business and design
concepts and ideas that otherwise might remain unrealised in the mind’s eye.
The aim of this paper is to explore commonalities and differences between
strategic foresight, design management and design thinking, and consider
whether the tools and methods of strategic foresight might enhance existing
design thinking and design management principles and processes. This paper
primarily considers the potential nexus between all three philosophies, and
the possibilities that could emerge or be created from there.
PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014
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