Although it can be argued that this award is still

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design management developing successful products and services. Although it can be argued that this award is still one for, by and with designers and design managers, the award demonstrates that design leadership is, in essence, about new business creation. This notion reaches far beyond the role many businesses currently assign to design management. A second and more recent initiative to highlight the importance of design in the EU came in the form of the European Year of Creativity and Innovation in 2009. Dedicating a whole year to the role of creativity and innovation for personal, social and economic development made it clear that the EU is committed to building on the initiative and to broadening its scope. The aim of the European Year of Creativity and Innovation was to disseminate good practice, foster research, share knowledge and exchange educational approaches to inform ongoing policy debates on related issues. One example was the Creativity World Forum, a two-day international congress (1 and 2 December 2009) with renowned international keynote speakers, expert panels, a cooperation platform and an exhibition, as well as a local visitor programme on creative industries in Baden-W rttemberg (3 December 2009), linked with a political meeting of international delegations from the Districts of Creativity regions. 408 Design, Management and the Organizatio n Although it is disappointing that the ambassadors for the creativity and innovation programme did not include design leaders from industry, it is still encouraging to see that the activities of the European Year of Creativity and Innovation 2009 enabled a wide range of people educators, managers, policy makers and the general public to
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become involved at the European, national and local levels. Demonstrating the Value of Design within Organizations While the EU initiatives served to build greater awareness of the roles of design in innovation in general, some organizations have worked on developing means to demonstrate the value of design for their specific businesses. Companies such as P&G (see Lafley and Charan 2008) and Apple (see blog/archives/2009/04/almost_a_billio.html, accessed 16 March 2011) have lent credibility to the fact that good design pays off. The question of interest to other businesses is how do design leaders plan their success? This question has triggered several organizations, among them Johnson Controls and the Danish Railways, to pursue metrics that allow them to measure the success of design once it is being implemented. New methodologies are being developed and tested in the UK by the Design Business Association and in the Netherlands (Kootstra 2009). These methodologies are intended to determine the effectiveness and measurement of design efforts. It is too early to make statements about the practicality or the rigour of these methodologies. Nonetheless, they show that design is taking leadership and no longer waits for others in the organization to assign it its position.
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