Strategic design applies design methodologies (prototyping, user-centric vision, iteration) to high-level decisions: business models, positioning, transformation, and not just products.

Roger Martin (The Design of Business, 2009) establishes the foundation: he contrasts analytical thinking, which exploits what we already know, with design thinking, which advances through abduction—the creative hypothesis—to explore what could be. Classical strategy analyzes and deduces; strategic design formulates hypotheses and puts them to the test. Its value lies not in replacing analysis, but in enriching it with synthesis and experimentation.

The chronic pitfall of strategy is the gap between vision and reality: a beautiful plan that never translates to operations, a presentation that gathers dust in committees. Strategic design directly bridges this gap: it makes strategy tangible through service prototypes, offering mock-ups, and scenarios we can test before committing resources. A strategy we can prototype is a strategy we can refine early.

Of course, there is an opposite risk: confusing strategic design with a pleasant workshop of no consequence. Without deep roots in business models and real constraints, "strategy by design" quickly becomes mere theater. Vision without execution is a dream; execution without vision is just noise.

This is precisely our playground: connecting vision, user experience, business models, and operations. For us, a strategy is never just a deck; it is an engine, something built into user journeys, concrete proof, and capabilities. We think deeply, and we drive that thinking straight into action.

What is happening elsewhere: strategic exploration, service design, innovation, systemic design, and transition design.

References: R. Martin, The Design of Business (2009), the "knowledge funnel" and abductive reasoning; R. Buchanan, design and integrative thinking.