| dc.description.abstract | The speed of market transformation demands forecasting future trends. Rethinking strategies to support uncertainties requires changing the mindset and seeking new management practices, generating competitive advantage and superior performance. Design Management has been looking for ways to insert itself as one of these strategies, succeeding through innovation. Governance supports constant adversity, promoting safe decision-making processes and enabling new strategies with mitigated risks. In this scenario, this study aims to understand the relationship between design and governance from a theoretical study of both areas and a field research with actors of the organizational context. We chose to use the exploratory approach and a qualitative, bibliographic and field research, with semi-structured and in-depth interviews. The theoretical framework made it possible to identify common relationships between Design and Governance, justifying the relevance of understanding the possibilities of design as a transformation element of corporate strategy. It was possible to verify that design and governance are looking in the same direction through the four powers of design (BORJA DE MOZOTA, 2006), referring to their potential to promote and sustain innovation as a growth engine of organizations. Along the same lines, good corporate governance practices (IBGC, 2015) act as a safeguard to allow room for route corrections, without any unimportant threats to business stability. The two theories complement each other and enable the discussion that should be on the agenda in all areas: the new forms of competitive differentiation and value creation through innovation. | en |
