Output details

Towards a predictive model of organisational potential for applying design

The Design Knowledge Network (DKN) project is described and the assistance given to SMEs to become more innovative through the strategic use of design together with lessons learned.

Through 160 five-day assistances the design needs of nearly 70 companies were evaluated. A significant finding was that most companies recognise the value of design but view marketing as a greater priority. Analysis of the data pointed towards a means of categorising organisations by their capacity to benefit from design.

Observations by others, particularly in the management field, are reviewed in relation to the DKN project findings. Of particular interest is the notion of absorptive capacity as this may provide an explanation for the variation in use, by different companies, of the information provided by the project. By proposing a predictive model for the effective application of design, the paper concludes that this is essential for extending strategic design capability beyond the basic level provided by many design initiatives.

Much is written about knowledge transfer but little reported about areas relating to design. At the time of writing no others in this field had reflected on and published findings about observations made through business assistance. How design knowledge transfer maybe made more effective is presented, both in delivery resource terms and for targeting the right companies with the most appropriate information.

Along with other work by the researcher this paper contributes to the design knowledge exchange narrative. The DKN project, part-funded by the European Regional Development Fund, resulted in new and safeguarded sales of over £2.5m and created or safeguarded nearly 70 jobs. Work with over 60 companies led to the author being invited to lead the follow-up project, Interiors and Lifestyle Networks, as well as being the major partner in New Pathways - total funding of over £3million over three years.