Good design solves problems. The Victorians understood this when they established design schools in response to growing industrial competition. And the Churchill government understood it when they established the Design Council to help kick-start the economy after the war.
Now in the 21st century the UK, alongside all other nations, faces even more thorny challenges. Solutions frequently seem elusive or at odds with each other. For example, addressing the business challenges of intensified global competition must be reconciled with pressure on natural resources and the threat of climate change. Equally, the universal provision of essential services, such as healthcare, must take account of an ageing population, rising levels of chronic disease and limited resources.
I have no doubt that design has a role to play in tackling all these challenges. Not only in designing and styling the objects and the physical world around us but in helping us conceive the systems behind them. Now, perhaps more than at any other time in history, we need to tap the creativity, the skills and the ingenuity of our world-class design community. The UK’s design track record is exceptional by any standard. We now need to nurture and support the talents that are available to us, and put them at the disposal of the nation’s business and public service managers.
This sets the context for today’s design agenda. Design’s traditional strengths – such as adding value to business in the global marketplace – are more important than ever. But design’s proven ability to help ideas and innovation flourish can also help us create better public services and exploit our strengths in science and technology. Overall design can improve our everyday lives, help create a more sustainable society and make us more competitive.
That’s why this three-year national strategy for design is important.