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Hello everyone my name is Giulia Calabretta
and standing next to me is Dirk Snelders.

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Hi Giulia, and hi everybody!

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Today we're going to tell you something about
the Strategic Value of Design and I would

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like to start with my personal story about
that.

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As a researcher I've always been interested
in design and its role within innovation.

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But I have a management background so I always
looked at design as step within a very linear

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innovation process, so, as something that
companies should optimise and learn as any

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other process.

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Definitely boring and a creativity killer
and indeed I was bored.

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I couldn't really produce any meaningful insights
for managers that I would be proud of.

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But, then I joined this faculty and started
working side by side with design professionals,

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and I start getting some great insights.

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You know Dirk, I think I really got the real
value of design when I entered this faculty.

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The creative atmosphere, the collaborative
spirit, the compelling visuals they triggered

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my emotions they made me think and ideas
start a flourishing again and I now see design

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as the main driver of innovation.

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It's the best way to make people more creative
within a company, it’s the best way to convince

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managers to become more innovative in both
their thinking and acting, and I'm proud of

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my research again.

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I developed a three-step approach through
which designers can convince managers and

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teach them to be more innovative, I have my
book coming out on that and I teach this approach

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both online and offline to any kind of design
professionals.

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So now I really think that the strength of
design is in this triggering personal innovativeness,

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in making managers more open to have new ideas,
and to pursue business opportunities that

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are even radical and out of the box.

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Wow Giulia, that sounds great!

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But you really think that managers are ready
to embrace design and become more innovative

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that way?

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Well, it's complicated, first I think managers
don't really know exactly what design can

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do for business and then managers are really
performance-oriented animals so they will

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never listen to design if they don't provide
evidence of the impact of one of their key

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performance indicators.

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Ah, the key performance indicators, also known
as KPIs, is that something that designer should

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worry about?

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Yes that is really important for designers
to convince managers about how good design

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can be for business, and convince them to
trust their design capabilities.

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The funny thing is that actually design has
an impact on KPI’s we all know that, but

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we really need a framework that shows that
very clearly!

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Ah, this is this is a cue for telling a little
bit about my own research.

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Yes, right.

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Ok, so my research is about four distinct
design capabilities that designers have developed

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over the years and are now well established
within the business world.

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You can read more about this in the paper
called useful fabrications that you will find

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a resource section of this MOOC.

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In order to illustrate this let's move to
the canteen so I can show you a few things.