Designers as Innovators in Organizational Contexts
This paper proposes a typology for the different roles and drivers present-day designers may fulfil, which may depend on the kind of organisational context involved and the type of innovation. The interest in the potential of designers contributing to business and management innovation and the economy as a whole has grown, with the premise being that companies modelling innovation processes on the design process are more innovative and more successful than others. Design has become represented almost as a synonym to innovation and a legitimate response to criticisms of management training for being too scientific and detached from real-world complexities and problems. This raises a need to understand and clarify the roles designers can have or take, in companies but also in the public sector, where design is increasingly commissions contribute to innovation. Based on a multi-case study approach we propose a typology based on three different types related to the outcome of designers acting as innovators: product, process and service innovation. With these types of innovations we propose a typology for the different roles designers can have and take based on a hierarchical model related to the Double Diamond model for the design process. Radical innovations are related to strategic level and benefit from the potential of designers with an artistic and aesthetic approach.