The purpose of this paper is to contribute to the field of organisational aesthetics from a design management perspective. To do this, this paper will provide rich insights into the role design plays in understanding, shaping, and reinforcing organisational culture, in a way that helps organisations build and sustain their innovative capacity. By describing a range of case studies, which form part of a 3-year research project entitled “Creating Cultures of Innovation”, this paper will i) outline “formally designed” organisational artefacts, which could be viewed as an expression of the formal culture of an organisation; ii) describe how co-designed organisational artefacts developed during this innovation research project can be seen to uncover and shape a changing organisational culture that encourages an innovative mindset pertaining to the company’s organisational development; and iii) how recognizing this activity as design could help organisations capitalize on design’s role in innovation. For example, from this study, the formally-designed artefacts that currently exist in the organisation (e.g. organisational charts, business cards, job descriptions), and the co-designed artefacts which were formed as a result of collaborative design interventions (e.g. the Yarn Journey , collage, learning spaces) give management and staff the ability to better understand current culture, develop strategies for innovation, and embed an innovative culture in their organisation, moving forward. In addition, if designers and managers are able to better articulate design’s value, this could help designers better bring this benefit to businesses, and help businesses “ripple out” this behavior so that it permeates the organisation and gains support.