IF A KEY TO competitive success is innovation, Tom Kelley posits five reasons why designers are among the best prepared to nurture this process. They can decipher strategies as they move from specific projects to more‐general visions of innovation. They can link their wisdom on the content of innovation to broader business goals. They can be keen observers. With their special ability to visualize, they can be extraordinarily persuasive. And they have the luxury of being serendipitous. In this context, we may be on the threshold of a new era in design.
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Tom Kelley (1999) studied this question.
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