Design is a very ambiguous term. It can be referred to as a thing, an activity, a process, and even a strategy. Because of its many meanings and definitions, it is argued that design can have more than one purpose or role. It is also argued that these roles can mature and expand within the organizational frames, which in turn can have an effect on the organizational culture and business strategy. Recent studies have shown that design-led organizations outperform other organizations in terms of stock market value and competitive advantage. As such, the topic of using design strategically, in combination with the question of how to mature in design, has become popular, both in the academic world and in the business world. In response, different models have emerged claiming to assess organizations in relation to how they utilize design. These models can evoke discussions that subsequently can lead to knowledge exchange and potentially drive actions toward change. This thesis explores how organizations go about maturing in design, as well as the challenges and benefits they see within this process. Furthermore, it examines the use of a game as a boundary object to facilitate knowledge exchange and support organizations in their efforts of maturing in design. Findings include that when utilized in a workshop setting, the game facilitated discussions, knowledge exchange and knowledge appropriation related to design in the organization. Through these findings, it is argued that the boundary object has the potential to support the organizations in their efforts of maturing in design.