Design is rightly regarded as a creative activity, but it appears to be a different kind of creativity from that of, say, the productive research worker who could seldom be able to design electronic equipment successfully. This does not arise solely from lack of the right kind of information; it is rather the result of a different outlook or approach to a design problem. In electronics design, creativity may take the form of a technical innovation, a new combination of old technical ideas, an appreciation of a new market, exploitation of a new production technique or device, and so on. The flexibility of electronic techniques and the frequent evolution of new devices make electronics design a field where creativity flourishes.

We usually think of an electronics designer (in the singular) as having sufficient knowledge of electronic techniques and of commercial manufacturing, maintenance and other problems, as appropriate, to take all the design decisions and come up with a successful equipment. In fact, design does not proceed like this except perhaps in University laboratories and small companies or where the equipment is for internal use. Even if one engineer is responsible for a design project he has to consult and take the advice of experts on its various facets. There is thus a large team element in design; it is a social activity as well as technical, and it is important to take this fact into account in both teaching and managing design.

When receiving our training in electronic engineering or physics, we have imparted to us a few basic principles and elements of practice

but very little information on the state of the art (and science) and the limitations of a particular technique. Perhaps more relevant, in view of the time cycle from conception to completed design, is an indication of what will be achieved in the near future. This is the technical information required by the designer. Of equal importance in an industrial environment is commercial and manufacturing information, or at least an outlook which makes us appreciate the need for it and of balancing technical, commercial and manufacturing requirements.

In some areas technical leadership will automatically ensure commercial viability even under adverse manufacturing conditions. In others, only a careful balance of these and many other aspects will achieve a satisfactory result. Design often starts with a specification laying down the final cost of the equipment. Thus the designer is restricted by commercial decisions already made. He is also limited by the policies, facilities and general outlook of his company. In essence much of the basic design has been carried out before it reaches the electronics designer. Indeed, in some cases the writing of the specification may be the crucial design operation.