Strategic design: orchestrating and leveraging market-shaping capabilities

Abstract

Purpose

This paper aims to conceptualise the interplay of strategic design and market-shaping capabilities.

Design/methodology/approach

Drawing on the emergent scholarly discourses related to strategic design and dynamic markets, this paper merges a contemporary view of markets and market-shaping capabilities with a conceptual exploration of strategic design.

Findings

This paper proposes that the strategic design process can shape markets through orchestrating and leveraging market-shaping capabilities. Specifically, it highlights how these capabilities trigger and facilitate purposeful intent; situated and systemic understanding; and collective collaboration.

Practical implications

Furthering the notion of strategic design, this paper contributes to clarifying how to interpret and use design as a strategic practice in business management.

Originality/value

This paper identifies strategic design as an innovative approach for creating future value-creating systems or markets, and as such, it develops a process framework for market-shaping capabilities, addressing the “how” of market shaping.

Citation

Windahl, C., Karpen, I.O. and Wright, M.R. (2020), "Strategic design: orchestrating and leveraging market-shaping capabilities", Journal of Business & Industrial Marketing, Vol. 35 No. 9, pp. 1413-1424. https://doi.org/10.1108/JBIM-03-2019-0133