Their senior business and design leaders were interviewed or surveyed.

We tracked the design practices of 300 publicly listed companies over a five-year period in multiple countries and industries. Our intent was to build upon, and strengthen, previous studies and indices, such as those from the Design Management Institute. So how do companies deliver exceptional designs, launch after launch? What is design worth? To answer these questions, we have conducted what we believe to be (at the time of writing) the most extensive and rigorous research undertaken anywhere to study the design actions that leaders can make to unlock business value. Companies need stronger design capabilities than ever before. Only the very best designs now stand out from the crowd, given the rapid rise in consumer expectations driven by the likes of Amazon instant access to global information and reviews and the blurring of lines between hardware, software, and services. All of these are constant reminders of the way strong design can be at the heart of both disruptive and sustained commercial success in physical, service, and digital settings.ĭespite the obvious commercial benefits of designing great products and services, consistently realizing this goal is notoriously hard-and getting harder. We also all know iconic designs, such as the Swiss Army Knife, the humble Google home page, or the Disneyland visitor experience.

The exhaust port on the Death Star in Star Wars. The experience of rushing to make your connecting flight at many airports. The USB plug (always lucky on the third try). We all know examples of bad product and service design.

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