Firstorder codes Secondorder codes Top management investment in

First-order codes Second-order codes • • • Top management investment in design Board / CEO’s belief in design Direct connection with the CEO or Board Sustained positive investment • • Controlling top management team Poor management of power relations in the organization Destructive role of senior management • • Providing a design perspective on strategic questions Influencing role within the organization Strategic role of design director Lack of a senior design lead Focus on mainly operational matters Poor influence of the design director • • Education over what design could do Creating a design DNA Clarity over design’s role • • Reductive view of design Unrealistic expectations Lack of appreciation of design • • Bringing people together from the start Healthy tension between groups • • Silo mentality Design by committee Positive relations among functional specialists Poor interactions across functions Aggregate dimensions Top management support Leadership of the design function Generating awareness of design’s role and contribution Inter-functional coordination

First-order codes Second-order codes • Simple performance measures to positively challenge employees Reliance on assessments and awards Measurement as a means to understand performance • • Difficulty in proving design’s contribution Requiring evidence as sign of lack of trust Measurement as a control mechanism • Modifications to existing processes to benefit from design Reliance on clear processes Incorporating design in structured processes Belief that formal processes constrain creativity Introduction of overly formalized processes Under- or overformalization • • Figure 1. Data structure Aggregate dimensions Evaluation of design Formalization of product and service development processes