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I n t r o d u c t i o n : S t r a t e g y , D e s i g n a n d B u i l d i n g s Design is increasingly recognized as critical in competitive business strategy. Peters (1995) uses the term ‘design mindfulness’ to convey the idea that design ought to work its way into every aspect of a company—tangible and intangible. Among European companies, the realization that product design processes could be managed for strategic purposes led to the emergence of design management (Oakley, 1990; and Topalian, 1990). In discussing design as one of the antidotes to apply to ‘the British disease,’ the decline of British products in the international marketplace, the ‘‘leap-frogging nature of design competition’’ was identified as being of major importance in making businesses more competitive (Ughanwa and Baker, 1989). It is frequently claimed that the design of a company’s physical environment is as strategic as the design of its products. Olins (1990:7,8) says a company’s identity is a strategic asset and is embodied in its buildings ‘‘... their location, how they are finished and maintained. ...’’ As Deal and Kennedy (1982) explain, a company’s physical environment is a primary medium in conveying its corporate culture to its various internal and external audiences. Seiler (1984) and Walton (1988) have pointed out the importance of relating the design of a company’s facilities to its corporate strategy. Research in facility management (Williams, 1985; and Sims, 1996) shows buildings are increasingly recognized as active assets