About a decade ago I was involved in the introduction of Business Excellence in a multinational corporation. We embraced the EFQM methodology and set out on a five year journey to become World-Class... equivalent to winning a coveted Baldridge Award in the USA. I led a design technology group tasked with demonstrating the benefits of design thinking through computer-based tools and techniques. As part of that strategic thrust we decided to map Design as a core business process onto the Business Excellence Roadmap (Direction> Leadership> Consumer/Customer Orientation> Policy and Strategy> People and Process Thinking> Processes and Resources=>Balanced Scorecard of Results).
The result is the diagram at the head of this post.
It is interesting to "drop" the results of various innovation surveys onto the map. It seems to pick up on the key of the major points. Where it doesn't (e.g. competitor activity) it is because this is not really a design issue but a business one... we can map it onto the EFQM model itself. The beauty of the model is the holistic overview of a multi-faceted challenge on one sheet of paper. Doesn't make it easier to embed in the business but does enable story telling to be more straight forward.