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In 1965, the need for design management as project management was voiced at a time when new forms of consumerism became affordable for the masses. However, in an environment of disruptive change, in which "age of less" consumption is propagated, when digital technologies allow for new business models and distribution channels without intermediaries, design as a company resource can also become "sticky". Today, firms have to continuously absorb new knowledge and quickly socialise it throughout the company. Design management may need to lead the way towards more dynamic ways of doing business. Furthermore, design management may have to venture strongly into the entrepreneurial side of business, recognizing, evaluating, and exploiting new business opportunities. This conceptual paper will look at three different modes of design management: simple design management or the management of design activities within organisations; integrated design management or the coordination of all relevant design activities within a firm across all company levels; and dynamic design management, which builds on the dynamic capability concept. In addition, this paper will raise the question of whether there should be a fourth mode, building on the basics of entrepreneurship, called "entrepreneurial design management".