Abstract
The notion of ‘strategic design’ has arisen in the past years as an umbrella term for a set of evolving practices. Yet the literature is quite fuzzy as to what this strategic design actually is and how it would lead to strategic impact. In this paper we explore the issue afresh, bracketing the concept of strategic design, and starting from the standpoint that “There is no such thing as strategic design”. We use a longitudinal case study of a design intervention, following its strategic impact as it unfolds over 10 years to critically consider the strategic impact of design practices. The dynamics of strategic impact across this case study is captured in a fledgling ‘Game Changers’ model.
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