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2015/2016  KAN-CCMVV4101U  Design Strategy

English Title
Design Strategy

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 60
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Shannon Hessel - MPP
Kontaktinformation: https:/​/​e-campus.dk/​studium/​kontakt eller Contact information: https:/​/​e-campus.dk/​studium/​kontakt
Main academic disciplines
  • Entrepreneurship
  • Innovation
  • Strategy
Last updated on 11-08-2015
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Describe the contextual conditions that make design a strategic resource.
  • Assess the innovation portfolio of a firm and identify strengths and weaknesses in its design strategy
  • Critically evaluate design processes and their role for corporate strategy.
  • Analyze innovation strategies by using the frameworks provided in the course
  • Explain how and why the presented link between design, innovation and strategy holds opportunities for entrepreneurship
Design Strategy:
Exam ECTS 7,5
Examination form Written sit-in exam
Individual or group exam Individual
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Autumn and Autumn
Aids allowed to bring to the exam Open book: all written and electronic aids, including internet access
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
Description of the exam procedure

PC exam on CBS computers.

Course content and structure

Renowned companies, like Apple, Google, or BMW achieve a remarkable competitive advantage thanks to design, i.e. thanks to the capability to create products and services that perform well and are more meaningful to customers.


Design has been a part of the marketing and branding of products and services for long. In industrial organization, design was something that was added to the product towards the end, when the engineers were finished with their innovation work. The rise of the experience economy and the proliferation of services have given a new weight to this relationship, however. Design has moved from a necessary add-on to a vital resource for achieving competitive advantage.


Executives working in the field of innovation need to understand the role and potential of design languages, design methods, and design perspectives for their organizations, and how to build strong innovation capabilities around these.


In this course we will review the shifting market conditions, the rising importance of design for business strategy, the tools and strategic models that enable this shift, and the arising opportunities for a more entrepreneurial approach to business.


The first part of the course outlines the favorable market context and management tools making design a strategic resource for the organization (Class 1 – 4).


In the second part, we are looking at the connection between design and innovation, and how this relationship enables different strategic approaches for a business organization (Class 5 – 9).


In the third and last part we build upon the established relationship between innovation and design for business organizations, and show how this connects to the present concern for entrepreneurship in established organizations (Class 10 – 11).

Teaching methods
To provide students with the multi-disciplinary knowledge needed to formulate and execute strategies for design-led companies, this course comprises lectures from CBS and KADK faculty in equal measure.

CBS lectures connect design strategy to research-based knowledge on marketing, branding and business models. Industry guests will complement the picture and let students work out the relevance of design for achieving a desirable competitive position and positive contributions to the bottom line. KADK lectures will provide knowledge on the other side of design strategy, the one connected to design languages, principles, theory and futures. Lecturers, experts and small in-class exercises will provide the connection between the two sides.
Expected literature

Austin, Robert D. and Nolan, Richard L. “Bridging the Gap Between Stewards and Creators,”, MIT Sloan Management Review, Winter 2007


Bessant, J. & Tidd, J. (2011). Innovation and entrepereneurship. Second edition, Chichester: John Wiley & sons. (3-44, 204-240).


Candi, M., 2010, Benefits of Aesthetic Design as an Element of New Service Development, Journal of Product Innovation Management, 27, pp. 1047-64


Drucker, P. F. (2011). Innovation and Entrepreneurship: Practice and Principles. New York: Routledge. Opr. 1985. (pp. 19-32; 135-160).


Foss, N. J. & Klein, P. (2012). Organizing entrepreneurial judgment: A new approach to the firm. (pp. 23-42). Cambridge: Cambridge University Press.


Grönroos, C., 2011, Value co-creation in service logic: A critical analysis, Marketing Theory, 11(3), pp. 279-301


Mary Jo Hatch, Majken Schultz (2008) Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity Through Corporate Branding. New York: Jossey-Bass.


Holcombe, R. (2007) Entrepreneurship end economic progress. New York: Routledge. (pp. 9-43).


Kirzner, I. M. (1973). Competition and entrepreneurship. Chicago: Univesity of Chicago Press. (pp. 30-87).


Moritz, S. (2005). Service Design: Practical aecess to an evolving field. Paper. Köln International School of Design. London. (pp.22-63).


Mozota, B. D. (2008). Design Management: Using design to build a brand (pp 20 -



Murphy, R. (2010). Entrepreneurship. Lesson for the young economist. Auburn: Ludwig von Mises Institute. (pp. 125-133).


Norman, Donald A., & Verganti, Roberto. (2014). Incremental and Radical Innovation: Design Research vs. Technology and Meaning Change. Design Issues, 30(1), 78-96.

doi: 10.1162/DESI_a_00250.


Osterwalder, A., & Pigneur, Y. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16.


Pine II, B. J & Gilmore, J. H. (1998). Welcome to the experience economy. Harvard Business Review. July-August. Boston: Harvard Business School. (pp. 97-105).


Rosenthal, S.R. & Capper, M., 2006, Ethnographies in the Front End: Designing for Enhanced Customer Experiences*, Journal of Product Innovation Management, 23(3), pp. 215-37


Stamm, B. V. (2011). The role of design in innovation: A status report. In Cooper, R., Junginger, S. & Lockwood, T. (eds.). The handbook of design management. Oxford: Berg. (pp. 316-330).


Sundbo J., Sørensen F. (2013). Introduction to the experience economy. In J. Sundbo and F. Sørensen (eds.): Handbook on experience economy, Cheltenham (Edward Elgar). (pp. 10 - 80)


Teboul, James (2006). Service is front stage: Positioning services for value advantage. New York: Palgrave Macmillan. (pp.19-40).


Verganti, Roberto 2009 Design-Driven Innovation – Changing the Rules of Competition by Radically Innovating what Things Mean. Boston, MA: Harvard Business Press.

Last updated on 11-08-2015