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A design leader must also be visionary enough, imaginative enough, and have enough business competence to lay out entire business concepts (ibid). Or as IDEO CEO recently underlined: «If designers can get comfortable with the idea that they are ‘designing business' on different levels, then they will do a better job of bringing value to businesses» (ibid).

T his suggests that the area in which designers have operated as premium «complex problem solvers» is starting to become crowded. A s GK van Patter of the NextDesign Leadership Institute notes: «It might be that designers will not be the ones leading design in the 21st century». I believe that this conceptual direction meets the needs of innovative development of the economy. I n a globalizing world economy, connected by advanced communication technology, low transportation costs and infinitely decreasing time-to-market, economists' assumptions of «perfect competition» and minimal marginal revenues are developing from model to reality.

W ithin this context, design is growing into one of the most important means of differentiation. N ot only as a tool for designing great products, but as a tool for designing great ventures. Design theory and design methodology is now being applied to areas of management and motivation.

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