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Roberto Verganti’s Design-Driven Innovation, a business book on how “firm’s” can participate in larger networks of design discourse in order to achieve radically innovative stuff. Mostly an argument with a three-step “how-to” addressed chiefly to executives. An intriguing argument with a fistful of examples presented over and over to drive these points home. In the “good” column, I would say that it is not bad to have (another) book addressed to (potentially) skeptical executives who are more motivated by features and bottom line bill-of-materials/profit/margin sorts of things. On the “m’eh” column, I would say that the book, like most business books, simplifies the really curious, intriguing and fun challenges of leading an organization that has fiduciary and legal responsibilities to make as much money as it can; that has cultures that are led chiefly by engineering and accounting; that thinks design is putting lovely curves around rectangular circuit boards; &c; &c; It would be a much more interesting read to hear the knotty, thorny challenges of design-led innovation. Rather than the “pat” case studies, I would like to have more of a deep/thick investigation of what happens really when one leads with design. It’s more than partying with the well-known, hipster designers Verganti highlights.