Key findings of the Cox delegation mission to US

The importance of ‘physical spaces’: we have observed the use of engaging and flexible physical spaces to bring multi-disciplinary teams and HE-clients together

‘Design-thinking’: this is emerging as an important conceptual model in the US for creativity and innovation; it may be too early to say whether it is globally significant. The interest in design-thinking appears to flow from a number of facets of design as a ‘discipline’ and its approaches to the learning experience. Design is about ‘constrained creativity’ so it handles real world ambiguity and the disruptive nature of innovation through a structured approach and processes.

‘Design thinking’ fits into the broader context of innovation, which should be seen separately from design and includes manufacturing, financial services, logistics, etc.

Other key aspects of design: intrinsically linked to the business process; massively user/customer sensitive; visual skills provide ways to convey complex ideas to varied audiences; intrinsically multi-disciplinary; only ‘discipline’ that covers the whole chain from production through to consumption.

New and emerging business models in design consultancy are based on multi-disciplinary skills

We were left with a significant query about the significance of design skills versus design methods in the context of new design-thinking and in innovation more generally

Issues of group engagement in collective experience seem critical to creativity/innovation models here, linked to design thinking

Careful thought is needed on the people model: are we trying to make business leaders appreciate design, or designers to lead businesses; as educators do we create hybrids or specialists, etc. What kinds of students and indeed business clients do we anticipate are needed for this kind of model. How far have design practices and design thinking emerged out of specific local conditions such as in silicon valley and Cambridge Massachusetts.

The major developments in design education and practice in the US seem to be fuelled by, and aimed at large corporations through sponsorship and employer demand. It is not clear how transferable the model is to the UK market.