The value of design as a means of innovation has long been recognized. More recently, interest in how design can create value has moved from a functional to a strategic focus whereby the design concept defines the way in which the whole firm competes. This is known as “design orientation,” although research on the nature of this construct remains scarce. In this exploratory study to define and unpack the nature of design orientation we follow the same process as previous research on orientations, through extrapolation from the sustained behaviours at firms that use design to drive their strategy. Empirically, we ground our definition in insights from design experts and senior managers (n = 62) within a diverse sample of “design-oriented” firms (n = 26). We identify that design orientation consists of an overarching ethos defined by four core emphases (connective, empathetic, future, and aesthetic), reflected in and reinforced by eight behaviours (catalysing, integrating, perspective taking, marrying logics, disrupting, future-proofing, design language, and brand reinforcing). In so doing, we define the design orientation construct and identify the strategic investments firms can use to leverage it for competitive advantage. We provide an agenda for future research and explore managerial challenges associated with implementation.@en