When you hear the word design, what comes to mind?
For a long time, design was synonymous with styling—making products look better. Today, for companies like Apple and Airbnb, design sits at the very core of management strategy.
Why did the definition of design change so radically?
It wasn't because designers arbitrarily expanded their territory. It was because the structure of the economy changed—and businesses needed design in order to survive.
Based on the curriculum of FOURDIGIT Service Design School, let's trace this shift through history.
1. The Industrial Revolution and the Birth of Styling
— Raymond Loewy and design "to sell" —
In the early 20th century, mass production flooded markets with affordable, standardized products. When functional differences disappeared, how could companies compete?
Enter Raymond Loewy, often called the father of industrial design. From locomotives to cigarette packages to refrigerators, he gave products sleek, streamlined forms.
His work—famously described as "from lipstick to locomotives"—proved a simple economic truth: if it looks better, it sells better. In this era, design's role was clear: styling for sales promotion.
2. The Spread of Computers and the Design of Function
— Don Norman and design "to use" —
As computers and electronic devices became widespread, the situation changed. Products turned into black boxes, and operation grew complex. Visual appeal alone was no longer enough.
Here, the perspective of cognitive scientist Don Norman became essential. In The Design of Everyday Things, he emphasized the importance of making products natural and usable for humans.
Design expanded from aesthetics to the design of usability. Human-centered design (HCD) spread, and interfaces and interactions became decisive factors in business quality.
3. Product Saturation and the Design of Meaning
— IDEO and design "to solve" —
In the 21st century, products became abundant, and both functionality and usability reached a certain standard. Businesses began facing a higher-order problem: What should we create at all?
This paradigm shift was led by design firms like IDEO and thinkers such as Tim Brown through design thinking.
Design processes—observation, empathy, prototyping—were applied not to shaping objects, but to solving complex business and social problems. The focus expanded from tangible products to services, organizations, and business models.
This marked the turning point where design came to be seen as a management resource and a tool for innovation.
4. The Danish Design Centre's "Design Ladder"
This evolution is clearly summarized by the Design Ladder, proposed by the Danish Design Centre.
Where does your organization stand?
- Non-Design: No systematic use of design
- Design as Styling: Polishing appearance at the final stage
- Design as Process: Designing usability from early development
- Design as Strategy: Using design in business strategy and model creation
The higher the step, the greater the business impact and ROI. In modern competition, companies stuck at styling simply cannot compete with those using design strategically.
5. Conclusion: From How, to What, to Why
The evolution of design mirrors a shift in questions:
- Then: How do we make it look good?
- Now: What should we make in the first place?
- Next: Why are we making it at all?
Styling has not become irrelevant. Humans are emotional beings, and beauty remains powerful. But leaders must recognize that design's scope extends far beyond appearance.
Finding human meaning, making it business-viable, and implementing it in society—this integrated, intentional practice defines modern design.
When designers are embraced not as decorators but as strategic partners, businesses gain the momentum to move into their next stage.
This article is based on content from FOURDIGIT Service Design School.
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