Slide deck by Roger Martin The design of business Presentation
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Slide deck by Roger Martin The design of business Presentation

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oger Martin, a leading proponent of design thinking in business, makes the case that we can understand innovation through a new model of how businesses advance knowledge over time, and that businesses ...

oger Martin, a leading proponent of design thinking in business, makes the case that we can understand innovation through a new model of how businesses advance knowledge over time, and that businesses fail to innovate when they show greater concern for producing reliable (predictable and reproducible) outcomes than valid ones that actually meet objectives. Martin argues that businesses can do a better job at innovating—and advancing knowledge—if they embrace design thinking. Using examples such as Procter & Gamble, RIM (BlackBerry) and Cirque du Soleil, he examines how companies transform themselves into successful design-thinking organizations.

SPEAKER BIO
Roger Martin has served as the dean of the Joseph L. Rotman School of Management at the University of Toronto since September 1998. Previously, he spent 13 years as a director of Monitor Company, a global strategy consulting firm based in Cambridge, Massachusetts, where he served as co-head of the firm for two years and founded the company’s Canadian office. He writes extensively on design and is a regular columnist for BusinessWeek’s online Innovation and Design channel. He is the author of the books The Opposable Mind: How Successful Leaders Win Through Integrative Thinking and The Responsibility Virus: How Control Freaks, Shrinking Violets—And the Rest of Us—Can Harness the Power of True Partnership.

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Slide deck by Roger Martin The design of business Presentation Slide deck by Roger Martin The design of business Presentation Presentation Transcript

  • The Design of Business Why Design Thinking is the Next Competitive Advantage Roger Martin, Dean Rotman School of Management University of Toronto
  • Our Path of Understanding Mystery Heuristic Algorithm Code Mystery 01100111001
  • Our Path of Understanding Mystery Heuristic Algorithm Code Mystery Heuristic 01100111001
  • Our Path of Understanding Mystery Heuristic Algorithm Code Mystery Heuristic 01100111001 Algorithm
  • Our Knowledge Funnel Mystery Heuristic Algorithm Code Mystery Heuristic 01100111001 Algorithm
  • A Fundamental Predilection Gap Analytical Thinking Intuitive Thinking 100% Reliability 100% Validity
  • Analytical Thinking Purpose Proof through induction and deduction Approach Exploitation of current knowledge Focus on data from the past Administration of what is Suppression of judgment Goal Reliability: the production of consistent replicable outcomes
  • Intuitive Thinking Purpose Knowing without reasoning Approach Exploration of new knowledge Focus on what might be Invention of the future Suppression of analysis Goal Validity: the production of outcomes that meet objectives
  • Bridging the Fundamental Predilection Gap Design Thinking 100% Reliability 50/50 Mix 100% Validity
  • Design Thinking A Starting Point for Integrative Thinking Purpose Balance through generative reasoning Approach Respect for exploitation & exploration Integration of future with past Design of what should be Integration of analysis & judgment Goal Requisite reliability & validity to maintain competitive advantage
  • Designing in Hostile Territory 5five productive steps