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Jan Schmiedgen, profile picture
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Culture Hacking — Subversive And Intentional Innovation Capability Building For Design Thinking

The document discusses 'culture hacking' as a method for enhancing design thinking capabilities within organizations, emphasizing the importance of mindset changes among non-designers. It presents examples of practical experiences and strategies for fostering innovation and engagement through design thinking. Additionally, it highlights the role of leadership in creating an environment conducive to innovation and the necessity for continuous development in design practices.

Leadership & Management◦
Related topics:
Innovation Management•
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Culture Hacking — Subversive And Intentional Innovation Capability Building For DesignThinking Jan Schmiedgen (Hasso-Plattner-Institute, Potsdam // co:dify Group, Berlin),
 IRGD DesignThinking Conference 2018, Dublin
WITHOUT A WHOLE? P A R T S The Current State of Design Thinking Practice in Organizations Jan Schmiedgen Holger Rhinow Eva Köppen Christoph Meinel study report Hasso-plattner-Institute,university of potsdam, March 2015 _ simplifying innovation
WITHOUT A WHOLE? P A R T S The Current State of Design Thinking Practice in Organizations Jan Schmiedgen Holger Rhinow Eva Köppen Christoph Meinel study report Hasso-plattner-Institute,university of potsdam, March 2015 _ simplifying innovation Anecdotes & Practical Experiences with change in the Industry
WITHOUT A WHOLE? P A R T S The Current State of Design Thinking Practice in Organizations Jan Schmiedgen Holger Rhinow Eva Köppen Christoph Meinel study report Hasso-plattner-Institute,university of potsdam, March 2015 _ simplifying innovation Anecdotes & Practical Experiences with change in the Industry Insights from 
 research and
 Teaching
Hasty measures 3 Use
 Design
 Thinking An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization. Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62 “We need Design Thinking, Too. Get trained in this Workshop. then Be innovative!”
4 Innovation
 Capabilities Mindset An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization. Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62 Innovators’ gauntlet running — a vicious cycle 
 i386
 STOP STOP
4 Innovation
 Capabilities Mindset An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization. Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62 Innovators’ gauntlet running — a vicious cycle STOP STOP
The clever way — a virtuos cycle 5 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018 Start everywhere simultaneously
The clever way — a virtuos cycle 5 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018 Start everywhere simultaneously “Becoming design mature is
 not how designers are organised, it’s about how 
 the non-designers think.”
The clever way — a virtuos cycle 5 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018 Start everywhere simultaneously LEADERSHIP COMMUNICATIONS PROGRAM EXTENSIVELEADERSHIPTRAININGS “Becoming design mature is
 not how designers are organised, it’s about how 
 the non-designers think.”
band 6 Assoc. Designer band 7 Designer band 8 Advisory Designer band 9 Senior Designer Senior Design Manager band D Distinguished Designer Design Executive band 10 Design Principal Design Practice Manager Design Research! User Experience Design! Visual Design! Front-End Development Design DisciplineDesign Disciplines IBM Fellow Vice President Design Career Ladder IBM Studios :: © 2016 IBM Corporation © 2017 IBM CORPOR ATION The clever way — a virtuos cycle 5 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018 Start everywhere simultaneously IBM Studios :: © 2016 IBM Corporation Hamburg Cambridge San Francisco Austin Mexico City Atlanta Chicago Toronto New York São Paulo Johannesburg Dubai Tokyo Bangalore Groningen Melbourne Paris London Dublin Böblingen Raleigh Hursley Prague Warsaw Shanghai Ottawa SingaporeBogotá 28 Studios 20 Countries 6 Continents IBM Studios LEADERSHIP COMMUNICATIONS PROGRAM EXTENSIVELEADERSHIPTRAININGS “Becoming design mature is
 not how designers are organised, it’s about how 
 the non-designers think.”
IBM Design :: IBM Confidential :: ©2013 IBM Corporation Signature and Hallmark Programs: scaling design through real projects 22 Signature Projects Select, strategic projects supported by IBM Design experts and investments Exceptional design outcomes and IBM Design Thinking showcase Hallmark Projects Open to all product teams that adopt IBM Design Thinking "DIY-ready" program with community of practice, education and tooling MobileBig Data & Analytics Social Business Cloud Commerce & Marketing Security Expert Integrated Systems WatsonSmarter Cities WebSphere IBM Design :: ©2015 IBM Corporation IBM VerseIBM Bluemix Our products are developed using these IBM P IBM Design :: ©2015 IBM Corporation DashDB Wats JournJourney Analytics xForce Exchange API Management 67IBM Design :: ©2015 IBM Corporation IBM VerseIBM Bluemix Our products are developed using these IBM Practices IBM Design :: ©2015 IBM Corporation DashDB Watson Analytics Journey DesignerJourney Analytics xForce Exchange API Management …IBM Design :: IBM Confidential :: ©2013 IBM Corporation The Six Experiences Discover, Try & Buy Getting Started Support Productive Use Leverage & Extend (API) Manage & Upgrade IBM Design :: ©2014 IBM Corporation band 6 Assoc. Designer band 7 Designer band 8 Advisory Designer band 9 Senior Designer Senior Design Manager band D Distinguished Designer Design Executive band 10 Design Principal Design Practice Manager Design Research! User Experience Design! Visual Design! Front-End Development Design DisciplineDesign Disciplines IBM Fellow Vice President Design Career Ladder IBM Studios :: © 2016 IBM Corporation © 2017 IBM CORPOR ATION The clever way — a virtuos cycle 5 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018 Start everywhere simultaneously IBM Studios :: © 2016 IBM Corporation Hamburg Cambridge San Francisco Austin Mexico City Atlanta Chicago Toronto New York São Paulo Johannesburg Dubai Tokyo Bangalore Groningen Melbourne Paris London Dublin Böblingen Raleigh Hursley Prague Warsaw Shanghai Ottawa SingaporeBogotá 28 Studios 20 Countries 6 Continents IBM Studios LEADERSHIP COMMUNICATIONS PROGRAM EXTENSIVELEADERSHIPTRAININGS “Becoming design mature is
 not how designers are organised, it’s about how 
 the non-designers think.”
Innovation capability building? A ‘hen-egg challenge’! 6 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization. Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62 Start everywhere simultaneously
Innovation capability building? A ‘hen-egg challenge’! 6 Building 
 Innovation
 Capabilities Using 
 Design
 Thinking Changing
 Mindset An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization. Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62 Start everywhere simultaneously
Five Examples 
 of ‘Bottom-Up Hacks’ !7
8Simulated scene — real story /// Source: https://hackthe.org/hack/pot-sight/ 
 (Hackers: Anonymous Senior Business Anthropologist, Semiconductor Manufacturing Company)
Pot-sight 8Simulated scene — real story /// Source: https://hackthe.org/hack/pot-sight/ 
 (Hackers: Anonymous Senior Business Anthropologist, Semiconductor Manufacturing Company)
9Illustrated scene — real story /// Source: https://hackthe.org/hack/smoke-grenade/ 
 (Hacker: Anonymous HCD Innovation Facilitator, Anonymous Innovation Consultancy) Smoke Grenade Distracting the troublemaker 
 makes the team work well
10Illustrated scene — real story /// Source: HPI Professional Track, Connect & Do Day 2016 (https://hackthe.org/hack/my-space-is-your-space/)
 (Hacker: Dirk Weimann, Head of Product Strategy, Market- and Trend Research, VW) My Space is Your Space Manager serves as a role model and clears 
 his own office for his teams’ innovation work
11 ‘Fake’ Press Release — The Ghost of Christmas Future Cheeky innovation team shakes up its sluggish management Illustrated scene — real story /// Source: https://hackthe.org/hack/fake-press-release-i/ 
 (Hackers: Anonymous Innovation 'Department' Team, Anonymous Organization:)
12 Institutionalised Awkwardness Can't get rid of ties? Just add shoes ... Source: https://hackthe.org/ 
 (Hacker: Mauro Rego, Service Designer (Ex-SAP))
13 (Culture) Hack (/kʌltʃə hak/) Culture hackers sense cracks within a 
 cultural system » infiltrate it; change its 
 coding via a minimum, artful intervention. They tell a different truth + show an ‘alternative way’
 = question the system and lay bare the contingency 
 and fragility of its pretension to power. It’s not just about compromising an adversary, 
 resistance, or critic — it’s all about creating
 a necessary (process/management) innovation. They improve the system. Culture hackers use hacker ethics
Having seen that: Who sees 
 himself as a 
 ‘culture hacker’? !14
!15 Now, get going … @Jan_Schmiedgen
!16 Further information Curated collection of design thinking resources bit.ly/dtresources Design thinking adoption study “Parts Without a Whole” bit.ly/HPI-DT-study New industry case studies on a regular base thisisdesignthinking.net/newsletter/ MORE ON DESIGN THINKING @ Hasso Plattner Institute MORE ON CULTURE HACKING @ co:dify Group Some open example hacks (buggy beta) go.codify.in/openhacks A little call to action in the Service Gazette go.codify.in/hackplea
!17 Picture credits (in order of appearance) Pointy headed boss by kdinuraj, on Flickr 
 (https://www.flickr.com/photos/kdinuraj/4106030525), modified Edwards Deming, Photo courtesy of The W. Edwards Deming Institute®, https:// deming.org/deming/photo-gallery, modified Asa Mathat / Fortune Live Media (https://commons.wikimedia.org/wiki/ File:Ginni_Rometty_at_the_Fortune_MPW_Summit_in_2011.jpg), 
 „Ginni Rometty at the Fortune MPW Summit in 2011“, Picture Detail, 
 https://creativecommons.org/licenses/by/2.0/de/legalcode Hasso Plattner, SAP (Photo: SAP), Sam Yen, SAP (Photo: LinkedIn), 
 Phil Gilbert, IBM (Photo: IBM) IBM Design Thinking Capability Building Measures, Design at Scale, Adam Cutler, https://de.slideshare.net/RosenfeldMedia/design-at-scale-adam-cutler-at- enterprise-ux-2016 Intuit Design Thinking Capability Building Measures, Intuit Book Tip — Organisation Design: Stanford, N., & Economist, T. (2015). 
 Guide to Organisation Design: Creating high-performing and adaptable 
 enterprises (2 edition.). New York: The Economist. (https://amzn.to/2kge354) IBM: Doug Powell, Adam Cutler (Photo: LinkedIn), 
 Bosch: Uwe Raschke (Photo: Bosch), Intuit 2017: Brad D. Smith, 
 Scott Cook, Kaaren Hanson, Wendy Castleman (Photos: Intuit/LinkedIn) : ’Guy Kawasaki at Wikimania 2015 - 2' by VGrigas (WMF) (Own work) [CC BY-SA 3.0 (https://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons; ‘Gunter Dueck - republica2’ by Re: Publica (Flickr: Gunter Dueck) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons Dirk Weimann, Head of Product Strategy, 
 Market- and Trend Research, VW (Photo: LinkedIn) The Conmunity - Pop Culture Geek from Los Angeles, CA, USA (https:// commons.wikimedia.org/wiki/File:Long_Beach_Comic_&_Horror_Con_2011_- _Dilbert_(6301706992).jpg), „Long Beach Comic & Horror Con 2011 - Dilbert (6301706992)“, picture section, https://creativecommons.org/licenses/by/2.0/ legalcode IPV4 as a Service Prototype, Fredrik Garneij, Senior Specialist, 
 PDU Packet Core, Systems & Technology, Ex-Ericsson Funny Shoes, Mauro Rego, Service Designer Robert Müller (https://commons.wikimedia.org/wiki/ File:Der_König_überall2.JPG), „Der König überall2“, colored, 
 https://creativecommons.org/publicdomain/zero/1.0/legalcode Get to Yes Request, Steve Blank, (c) Sprocket 2015 
 https://steveblank.com/2015/03/17/getting-to-yes-for-corporate-innovation/ Sources of other images, illustrations and icons: Depositphotos, Wikimedia Commons Public Domain,
 FontAwesome (Pro), Illustrations: Jan Schmiedgen