In an era characterized by rapid technological evolution and globalization, traditional business models are undergoing a profound transformation. These shifts demand not only an adaptive mindset from organizations but also an innovative approach to shaping their strategic initiatives. Within this dynamic context, design has emerged as an essential component of corporate strategy, transcending its traditional aesthetic function. It plays a pivotal role in enhancing competitiveness and market positioning, thus framing the central research question of this study:

To what extent can design transform and redefine traditional consulting models?

This academic investigation seeks to develop a comprehensive understanding of how the systematic integration of design principles into consulting processes can not only drive innovation within organizations but also foster operational and strategic excellence. A particular focus is placed on juxtaposing the perspectives and fundamental principles of The Affluent Society by John Kenneth Galbraith and the ideas of Raymond Loewy with conventional market analysis and the needs-satisfaction model as proposed by John Maynard Keynes.

The study begins by providing a precise definition of "design" within its expanded corporate context, distinguishing it from traditional interpretations and examining its increasing significance. This is followed by a critical analysis of the implications a design-oriented approach has for the consulting industry. The guiding research question is:

How can design be established as a fundamental pillar of consulting, enabling organizations to gain competitive advantages in a complex and volatile world?

​

​

 To download the scientific paper, please click the button below.
An English version will follow soon.

​