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A design leader must also be visionary enough, imaginative enough, and have enough business competence to lay out entire business concepts (ibid). Or as IDEO CEO recently underlined: “If designers can get comfortable with the idea that they are ‘designing business’ on different levels, then they will do a better job of bringing value to businesses” (ibid).
This suggests that the area in which designers have operated as premium “complex problem solvers” is starting to become crowded. As GK van Patter of the NextDesign Leadership Institute notes: “It might be that designers will not be the ones leading design in the 21st century”. I believe that this conceptual direction meets the needs of innovative development of the economy. In a globalizing world economy, connected by advanced communication technology, low transportation costs and infinitely decreasing time-to-market, economists’ assumptions of “perfect competition” and minimal marginal revenues are developing from model to reality. Within this context, design is growing into one of the most important means of differentiation. Not only as a tool for designing great products, but as a tool for designing great ventures. Design theory and design methodology is now being applied to areas of management and motivation.



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