Developing organisational design capability in a Finland-based engineering corporation: the case of Metso
This article focuses on the emergence and development of organisational design capability in an analysis of the historical development of design activity in a Finland-based engineering corporation between 1975 and 2004. By identifying transformational periods, critical events and developmental actions in the evolution of design, the analysis suggests that expert-centred, tool-centred, strategy-centred, and process-centred approaches to developing design are not optional methods but rather phases in the broader capability development process, which bases on the transforming object of the business activity.
industrial design product development design management design theory