There is growing recognition that firms make design decisions during the innovation process that can isolate valuable knowledge from imitation. Our paper builds on this work using comparative case studies to abductively investigate how innovators strategically use design to capture value from innovation. Qualitative analysis is used to identify four distinct paths to rent generation via deterring, delaying, detecting and/or damaging a counterparty attempting imitation. By linking the impact of design decisions to imitation and then on to rent generation, we provide new evidence that design can operate as an isolating mechanism enabling value to be captured from innovation. This finding helps expand the strategy literature’s traditional focus on legal, economic, and social isolating mechanisms to encompass design and sheds light on new tools for innovation strategy.