We all know examples of bad product and service design. The USB plug always lucky on the third try. The experience of rushing to make your connecting flight at many airports.
The exhaust port on the Death Star in Star Wars. We also all know iconic designs, such as the Swiss Army Knife, the humble Google home page, or the Disneyland visitor experience. 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.
Despite the obvious commercial benefits of designing great products and services, consistently realizing this goal is notoriously hardβand getting harder. 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.
Companies need stronger design capabilities than ever before. 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.
Our intent was to build upon, and strengthen, previous studies and indices, such as those from the Design Management Institute. We tracked the design practices of publicly listed companies over a five-year period in multiple countries and industries. Their senior business and design leaders were interviewed or surveyed.
