In Defining Design Thinking, I compiled a number of attributes that constitute a design-driven methodology for problem solving. Some of these directly stem from the skills of the designers doing the problem solving others are tied more closely to specific problem-solving methodologies.

When discussing the Creative Class, I pointed out a few distinguishing factors that distinguish people working in creative capacities. Some of these attributes also directly map to designer skill sets.

My compilation A Difference of Design outlines how design approached to problem solving, validation, patterns, teams, and more differ from traditional business-driven approaches.

In Leveraging Design’s Core Competencies (PDF), Chris Conley outlined the kinds of expertise that are at the core of design. It seems pretty clear that these core competencies are quite relevant to strategic work:

The ability to understand the context or circumstances of a design problem and frame them in an insightful way

The ability to work at a level of abstraction appropriate to the situation at hand

The ability to model and visualize solutions even with imperfect information

An approach to problem solving that involves the simultaneous creation and evaluation of multiple alternatives

The ability to add or maintain value as pieces are integrated into a whole

The ability to establish purposeful relationships among elements of a solution and between the solution and its context

The ability to use form to embody ideas and to communicate their value