Vol. 2, No. 3, Summer 1991

Angela Dumas, Professor, London Business School; Henry Mintzberg, Professor, McGill University

How a company understands and organizes design activities can have a profound impact on innovation. To conceptualize this notion, four models are defined, each of which describes how firms address the issues of form, function, and fit. One of these—Cooperative Design—holds special promise for innovation because it engages managers as valuable “silent designers” responsible for integrating the many components that comprise a successful development process.

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