This document provides an overview of design thinking. It discusses that design thinking is an approach to creating future possibilities for businesses or products. The document outlines the design thinking process which includes developing a deep understanding of customers and their needs, developing possibilities for how to address those needs, pursuing quality and aesthetics, and using a build-measure-learn feedback loop. Design thinking contrasts with analytical thinking and uses abductive reasoning to imagine what could be. It is presented as a useful approach for addressing "wicked problems" with high uncertainty.
We are proud to announce our twenty-first Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document provides guidance on creating an effective vision statement for an organization. It discusses that a vision statement paints a picture of what the future could look like if the organization achieves its goals, while a mission statement explains the organization's purpose. An effective vision statement should be compelling, help align people and activities, embrace paradoxes, and reflect the organization's core values. When creating a vision statement, the document recommends including diverse stakeholders in a focused meeting to draft and refine an inspiring yet realistic statement to guide the organization's long-term planning and decision-making.
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
We are proud to announce our sixteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twentieth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our thirteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-first Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document provides guidance on creating an effective vision statement for an organization. It discusses that a vision statement paints a picture of what the future could look like if the organization achieves its goals, while a mission statement explains the organization's purpose. An effective vision statement should be compelling, help align people and activities, embrace paradoxes, and reflect the organization's core values. When creating a vision statement, the document recommends including diverse stakeholders in a focused meeting to draft and refine an inspiring yet realistic statement to guide the organization's long-term planning and decision-making.
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
We are proud to announce our sixteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twentieth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our thirteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
Nicolae Halmaghi / BusinessWeek / Nussbaum on Design Blognicolae halmaghi
The author argues that design thinking has failed to live up to its potential because it has never been clearly defined. While terms like innovation and transformation sound appealing, they are too broad to provide real insights. Design thinking similarly lacks a clear definition and understanding of what it is and how it delivers value. The author proposes that the design community needs to carefully redefine design thinking, communicate its meaning clearly, demonstrate how and why it works, and show how it delivers measurable value in order to establish it as a credible field that can help solve problems.
Steve Denning: Radical Management Vortrag am Internet-Briefing Sep13-2011Walter Schärer
‘Radical Management’ is a set of 5 principles. There are only two types of organizations: The ones that love and delight their customers and the others. Amazon, Apple, Salesforce are organizations that have succeded despite fierce competition due to delighted customers.
What’s their management principles?
Speech by Stephen Denning at Reto Hartinger’s Internet Briefing in Zurich.
What is the culture to foster innovation and innovative thinking in larger organizations? There are some similarities to modern fan culture as described by Henry Jenkis from MIT.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
This document discusses the Alchemy of Creativity methodology for fostering innovation and collaboration. It was developed based on practices used at Disney and other animation studios. The methodology views the creative process as a spiral rather than a linear process. It identifies five "Creative Keys" that are important for creativity - Creators Believe, Creators Iterate, Creators Collaborate, Creators Risk, and Creators Complete. The document argues that organizations need to support creativity and innovation through their culture in order to thrive in today's economy.
We are proud to announce our eleventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Social Innovator Dialogues Christian Bason masterclass slidestotocol
This document discusses leading public sector innovation through co-creation. It addresses four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to orchestrating co-creation processes, and from administering organizations to courageously leading innovation across sectors. Co-creation is presented as a key approach involving broader participation to generate new solutions. The document also outlines building the four Cs of an innovation ecosystem: consciousness, capacity, co-creation, and courage.
This document discusses principles of management according to Tom Peters. It discusses how to build a curious corporation by hiring curious people, collecting weirdos, weeding out dullards, supporting generous sabbaticals, and fostering new interaction patterns. It also discusses making prototyping effective by using more prototypes early and representing system interactions, having customers be part of innovation teams, and having a plan-less culture of trying things first and fixing them fast. The document emphasizes that human resources must model innovative behavior 100% of the time and that the organization should have an adhocracy culture without strict linearity assumptions.
Transforming the workplace with radical management Steve DenningOpenKnowledge srl
1. The document discusses radical management and transforming the workplace by delighting customers.
2. Traditional management is criticized for prioritizing profits, bureaucracy, and top-down control, which kills innovation and motivation.
3. Radical management proposes a new ecosystem where the goal is delighting customers through self-organizing teams, transparency, and interactive communication instead of commands.
Social Innovator Dialogues Christian Bason public forum slidestotocol
This document discusses leading public sector innovation through co-creation. It outlines four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to co-creating new solutions with people, and from administering organizations to courageously leading innovation across sectors. Key approaches are developing shared language, building innovation abilities, orchestrating effective co-creation processes, and providing courageous public leadership. The goal is renewing the public sector through co-creating better solutions for society.
We are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twelfth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Professor Victor Newman is an expert in innovation leadership and the process of transforming policy into practice. The document summarizes his background and experience working with businesses. It then outlines an agenda for workshops focused on moving education, government, and infrastructure policies into real-world implementation. The workshops will use frameworks like innovation, open source leadership, and social capital to address challenges in moving these policies from ideas to active programs and solutions.
Innovation and creativity 01 introduction and basic conceptsKamal AL MASRI
This document provides an introduction to creativity and innovation by Kamal M. Al Masri. It defines creativity as the generation of new, novel ideas and defines innovation as applying creative ideas to develop new products and services. Innovation is important for organizations and nations to adapt to changing needs, compete, and survive. While creativity involves idea generation, innovation requires implementing ideas to create value for customers. The document discusses disciplines related to innovation and distinguishes innovation from related concepts like invention, design, and entrepreneurship.
New Models of Purpose-Driven Exploration in Knowledge WorkWilliam Evans
This document provides an overview of new models for purpose-driven innovation in knowledge work. It discusses challenges that industries face from disruptive innovation and the need for experimentation and customer focus. The document introduces concepts like Lean Startup, customer development processes, minimum viable products, Lean UX, design thinking, and emphasizes the importance of understanding customer needs through research. It provides guidance on running small, tight experiments to test assumptions and learn, rather than focusing on premature optimization or scaling.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our fourteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
Nicolae Halmaghi / BusinessWeek / Nussbaum on Design Blognicolae halmaghi
The author argues that design thinking has failed to live up to its potential because it has never been clearly defined. While terms like innovation and transformation sound appealing, they are too broad to provide real insights. Design thinking similarly lacks a clear definition and understanding of what it is and how it delivers value. The author proposes that the design community needs to carefully redefine design thinking, communicate its meaning clearly, demonstrate how and why it works, and show how it delivers measurable value in order to establish it as a credible field that can help solve problems.
Steve Denning: Radical Management Vortrag am Internet-Briefing Sep13-2011Walter Schärer
‘Radical Management’ is a set of 5 principles. There are only two types of organizations: The ones that love and delight their customers and the others. Amazon, Apple, Salesforce are organizations that have succeded despite fierce competition due to delighted customers.
What’s their management principles?
Speech by Stephen Denning at Reto Hartinger’s Internet Briefing in Zurich.
What is the culture to foster innovation and innovative thinking in larger organizations? There are some similarities to modern fan culture as described by Henry Jenkis from MIT.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
This document discusses the Alchemy of Creativity methodology for fostering innovation and collaboration. It was developed based on practices used at Disney and other animation studios. The methodology views the creative process as a spiral rather than a linear process. It identifies five "Creative Keys" that are important for creativity - Creators Believe, Creators Iterate, Creators Collaborate, Creators Risk, and Creators Complete. The document argues that organizations need to support creativity and innovation through their culture in order to thrive in today's economy.
We are proud to announce our eleventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Social Innovator Dialogues Christian Bason masterclass slidestotocol
This document discusses leading public sector innovation through co-creation. It addresses four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to orchestrating co-creation processes, and from administering organizations to courageously leading innovation across sectors. Co-creation is presented as a key approach involving broader participation to generate new solutions. The document also outlines building the four Cs of an innovation ecosystem: consciousness, capacity, co-creation, and courage.
This document discusses principles of management according to Tom Peters. It discusses how to build a curious corporation by hiring curious people, collecting weirdos, weeding out dullards, supporting generous sabbaticals, and fostering new interaction patterns. It also discusses making prototyping effective by using more prototypes early and representing system interactions, having customers be part of innovation teams, and having a plan-less culture of trying things first and fixing them fast. The document emphasizes that human resources must model innovative behavior 100% of the time and that the organization should have an adhocracy culture without strict linearity assumptions.
Transforming the workplace with radical management Steve DenningOpenKnowledge srl
1. The document discusses radical management and transforming the workplace by delighting customers.
2. Traditional management is criticized for prioritizing profits, bureaucracy, and top-down control, which kills innovation and motivation.
3. Radical management proposes a new ecosystem where the goal is delighting customers through self-organizing teams, transparency, and interactive communication instead of commands.
Social Innovator Dialogues Christian Bason public forum slidestotocol
This document discusses leading public sector innovation through co-creation. It outlines four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to co-creating new solutions with people, and from administering organizations to courageously leading innovation across sectors. Key approaches are developing shared language, building innovation abilities, orchestrating effective co-creation processes, and providing courageous public leadership. The goal is renewing the public sector through co-creating better solutions for society.
We are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twelfth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Professor Victor Newman is an expert in innovation leadership and the process of transforming policy into practice. The document summarizes his background and experience working with businesses. It then outlines an agenda for workshops focused on moving education, government, and infrastructure policies into real-world implementation. The workshops will use frameworks like innovation, open source leadership, and social capital to address challenges in moving these policies from ideas to active programs and solutions.
Innovation and creativity 01 introduction and basic conceptsKamal AL MASRI
This document provides an introduction to creativity and innovation by Kamal M. Al Masri. It defines creativity as the generation of new, novel ideas and defines innovation as applying creative ideas to develop new products and services. Innovation is important for organizations and nations to adapt to changing needs, compete, and survive. While creativity involves idea generation, innovation requires implementing ideas to create value for customers. The document discusses disciplines related to innovation and distinguishes innovation from related concepts like invention, design, and entrepreneurship.
New Models of Purpose-Driven Exploration in Knowledge WorkWilliam Evans
This document provides an overview of new models for purpose-driven innovation in knowledge work. It discusses challenges that industries face from disruptive innovation and the need for experimentation and customer focus. The document introduces concepts like Lean Startup, customer development processes, minimum viable products, Lean UX, design thinking, and emphasizes the importance of understanding customer needs through research. It provides guidance on running small, tight experiments to test assumptions and learn, rather than focusing on premature optimization or scaling.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our fourteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The document discusses 10 ways that Amazon manages customer orders and interactions that can be applied to requirements management. It suggests that if requirements were managed like Amazon manages customer orders, stakeholders would be able to (1) view only relevant information, (2) access requirements whenever needed, and (3) see how their work relates to other areas. The document then outlines each of the 10 approaches and how tools can support them to improve collaboration and stakeholder engagement in requirements management.
The document discusses different technology tools that can be used by executive assistants to incorporate technology into their daily routines, including Poll Everywhere for polling audiences, BlueJeans for video conferencing, Google Docs, Sheets, and Forms for collaboration, and Smartsheets for project management and tracking tasks. It provides examples of how each tool can be used for different types of meetings, presentations, planning events, and tracking items. The document also includes screenshots demonstrating how the various tools work and their key features.
Communication is important in organizations to connect people and allow them to work easily and achieve the best results. Effective communication involves transforming information so people can understand each other better, and it plays an important role in business, leadership, family, and friendship. Good communication skills include speaking confidently and fluently while also listening to others, thinking carefully before speaking, and avoiding impulsiveness.
This document provides requirements for a CRM system for Sree Raj Mahal Jewelers. It outlines features such as maintaining customer information including phone numbers and loyalty schemes, recording salesman and customer feedback, and call registers for special occasions defined by the CRM manager. The system aims to solve problems with the existing manual system by providing increased data security, search capabilities, and support for CRM functions. It specifies technologies like Windows 7, SQL Server 2008, and Crystal Reports and includes modules for call logs, to-do lists, visit records, and calling scripts.
HIB Surgicals is a manufacturer, exporter, and supplier of orthopedic instruments and implants established in 1998 in Mumbai, India. It produces a wide range of orthopedic products including instruments, screws, plates, and implants using qualified professionals and following industry standards to ensure quality. Some of HIB Surgicals' clients include major hospitals in Mumbai. The company exports products to the Middle East, South Africa, and Nepal.
Energy Saving Corporation is committed to provide solar solutions for sustainable future of mankind. The range includes solar roof top system, solar water heater, solar street lights, solar water pump, solar inverter, batteries and other solar products.
Weekly Technical Analysis Newsletter. We specialize in isolated symmetry wave patterns. This is for education purposes only. No representation is being made that the information will produce trading profits, or limit trading losses. In no event shall Aether Analytics LLC or its employees, representatives, affiliates or contributing authors be held liable for any special, incidental or consequential damages, whatsoever (including without limitation, trading losses or any other losses incurred) arising from the use or inability to use the information contained herein.
This document discusses electricity and electrical circuits. It defines conductors as materials that allow electric current to pass through and insulators as materials that do not allow current to pass through. It explains that batteries and generators are common sources of electric current and that batteries produce electricity through chemical reactions, with primary cells being non-rechargeable and secondary cells being rechargeable. The document also provides diagrams of open and closed circuits and labels the basic parts of a simple light bulb.
The document outlines the development process for a food encyclopedia mobile app called "Foodie Handbook". It discusses conducting focus groups and market research to discover user needs, define business objectives and personas, develop the app through usability testing and creating a business model, plan delivery through an ideal user journey and income statement, and finalize marketing strategies including search engine, social media, video, and official website marketing. The overall goal is to create an easy-to-use app that helps users learn how to identify and eat unfamiliar foods.
Kelompok 1 terdiri dari 5 anggota yang dipimpin oleh Naomi I.E Manalu. Mereka melakukan observasi di SMPN 10 Medan yang memiliki 38 kelas dan fasilitas seperti laboratorium serta lapangan basket. Guru matematika mengajar dengan kreatif dan memperhatikan seluruh murid.
Heritage tour palaces Rajasthan Karnataka south India and DelhiMd. Sarwar
Know about the detailed information about heritage of india, Excellent services provided by him in entire tour About Heritage in India, Top Heritage Tourist Attractions in India, Mahabodhi Temple, Bodh Gaya, Humayun Tomb, Red Fort, Taj Mahal,Qutub Minar,Buddhist Monuments at Sanchi, Monuments at Pattadakal, Khajuraho Group of Monuments, Ajanta & Ellora Caves, Sun Temple, Konarak, Amer Fort, Jaisalmer Fort, Rajasthan, Kumbhalgarh Fort etc.
Open education resources (OER) provide educational materials that can be shared freely online. Some benefits of OER include sharing ideas globally, providing videos and graphics at no cost, and reducing costs for students through free textbooks. However, finding quality OER can be difficult as materials are spread randomly online, and instructors must verify that materials do not infringe on copyright. While OER allows wide sharing of information, posting materials carries legal risks.
This is the Second out of Seven Articles
co -written by
Steinar Valade-Amland and myself
on
Design Thinking, Design Management
and how to coordinate both strategically .
If you miss number 1/7 send me an email bbm@designence.com and I will send it to you .
Ambidextrous organization and design thinkingJan Schmiedgen
The document is a student paper that explores how design thinking can help nurture innovation culture and overcome obstacles to change. It provides context on challenges facing organizations today from market changes. It reviews literature on innovation, culture and change management. It defines design thinking and discusses its focus on exploring new possibilities through divergent thinking versus exploiting proven approaches. The student aims to examine how design thinking can foster an innovation culture and facilitate change in organizations.
Page 1 of 31
10/1/2016
5
Cultivating a Global Mindset
I define globalization as sourcing capital from where it is cheapest, sourcing talent
from where it is best available, producing where it is most cost effective and selling
where the markets are without being constrained by national boundaries.
—N. R. Narayana Murthy, Chairman,
Infosys Technologies
1
There are no German or American companies.
There are only successful or unsuccessful companies.
—Thomas Middlehoff, Chairman ( 1998-2002),
—Bertelsmann AG
2
Individuals differ in how they sense and interpret the world around them. So do
organizations. And these differences matter. They matter because it is how we perceive
our environment as well as ourselves that determines which of the multitude of
opportunities and problems we go after and how we do so.
3
Consider, for example, this
seemingly simple question: “What is Marriott’s market share in the lodging business?”
The answer, or answers, would depend on your perception of the company’s relevant
opportunity space: the North American hotel market, the global hotel market, or the
global lodging market including not only hotels but also other forms of lodging, such
as apartments, college dormitories, and even prisons.
As part of our ongoing research on the global corporation, we posed the following
question to the CEO of one of the world’s largest
pharmaceutical corporations: “What are the three things that might keep you awake at
night?” His response: “First, people development. Second, setting business priorities
to make sure that the short term doesn’t drive out the long term. And, third, setting
the tone for creating a global mindset.” Although their words may differ, other CEOs
and senior executives echo this viewpoint.
Page 2 of 31
10/1/2016
Any company that wants to emerge as the global leader in its industry has to lead in
three tasks: discovering new market opportunities, establishing presence in key
markets, and converting such presence into global competitive advantage. How does
one do that in today’s environment? Rooted in the premise that managers pursue only
those market and resource opportunities that they discern, we would contend that a
deeply embedded global mindset is a prerequisite for global industry dominance. As
Sam Palmisano, CEO of IBM Corporation, observed:
Today, for the first time in human history, everything is connected. There are a
billion people and hundreds of millions of businesses on the World Wide Web. And,
the Web has emerged as much more than a connectivity medium. It has become a
global platform of work Think back to how we at IBM historically developed leaders
all over the world. That model worked well if you put most of your global mission in
the ‘home country’—in our case the U.S.—and installed strong local leaders heading
up local country organizations. In other words, management was still largely
defined by national .
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Collection of essays edited focused on markting shift consequences coming from ‘2.0 cultural transition’ through design, philosphy, web and music.
This presentation summarizes the 4th essay, dedicated to design. If you’re interested to full text email
This document contains an interview with Otto Scharmer, an expert in innovation and leadership. He discusses four key points for enabling innovation: globalization, personalization, prototyping, and cross-sector networking. For globalization, he means bringing together people from different cultures to solve shared problems. For personalization, he emphasizes the personal journey of understanding one's purpose and creativity. Prototyping means learning by doing through small experiments. Cross-sector networking involves collaborating across organizations and sectors to address complex issues. Scharmer believes innovations start small and testing ideas through prototyping is important.
This document discusses creativity, sustainability, and branding. It begins by valuing creativity and exploring leadership through envisioning future possibilities. It then discusses using a "walkback" technique to map steps from a envisioned successful outcome back to the present to develop a plan. The document also discusses sustainability, referring to the Brundtland Commission's definition, and debates about weak vs strong sustainability. Finally, it discusses books by Hilton and Gibbons and Naomi Klein regarding corporate social responsibility and branding, coming to different conclusions about corporations' impacts.
This document presents a new framework for developing creative briefs and ideas. It emphasizes focusing on insights about people and culture rather than processes. The framework includes cracking the initial idea through lateral thinking, then developing it by considering what the idea enables people to do. A global creative brief template is proposed to guide idea orchestration around answering what the idea is and how people can engage with it. The goal is to have more iterative development and fewer rounds of revisions after client presentations by establishing a clear brand purpose upfront.
Camden Council (Design Group Project) DropboxSeb Sear
The document discusses the design process for developing a solution to engage the local community in Camden in discussions about changes to the built environment. It goes through the four phases of the design process: discover, define, develop, and deliver. In the discover phase, the team interviewed local residents to develop personas and understand their experiences. In the define phase, the team identified small business owners as their target group and used co-design methods to reframe their understanding and develop initial concepts. In the develop phase, the concepts were prototyped through low-fidelity versions to get feedback from users.
Session 1 - What is an Entrepreneurial Opportunity?Pontus Engstrom
This document provides an overview of entrepreneurial opportunities. It defines an entrepreneurial opportunity as an idea that can be exploited to generate economic benefits. The document discusses four schools of thought on entrepreneurship and describes entrepreneurs as those who discover opportunities others do not see or are willing to finance. It explains that opportunities exist due to imbalances in markets or resources and that entrepreneurs act to create equilibrium. The document also discusses factors that influence an individual's ability to recognize opportunities, such as cognition, knowledge, experience, and networks. It proposes that individuals can be trained to more successfully recognize patterns and opportunities.
What's The big ideaL? by Colin Mitchell and John ShawNOEMÍ MEDINA
The document discusses the concept of a "big ideaL" which is defined as a concise statement that captures a company or brand's point of view on how the world should be. It argues that brands with a strong big ideaL, expressed as "Brand X believes the world would be a better place if...", tend to be more successful and have stronger brand equity than those without a clear purpose or direction. The document provides several examples of big ideaLs and discusses how they can benefit companies internally, in marketing and communications, and by engaging consumers.
This document provides an overview of design thinking and related tools. It begins with definitions of design thinking, describing it as a problem-solving methodology that prioritizes understanding user needs and prototyping solutions. The document then outlines the typical design thinking process of understand, ideate, prototype, and test. Several tools used in design thinking are explained, including empathy maps to understand user perspectives, customer journey maps to map the user experience, and emotional maps to understand user emotions. The document also profiles some key figures in promoting design thinking such as Tim Brown and discusses how companies like McDonald's have adopted aspects of design thinking.
Technology Enabled Business TransformationMikkel Brahm
Findings from my PhD and professional experience as an Enterprise Architect on how we can guide transformation of businesses, and development of enabling technological solutions.
Presented at IT University, Copenhagen, Oct. 4 2019.
From Design Thinking to Design Intelligence - How the Sharing Economy Can Ben...Raz Godelnik
The document discusses the need for a new "Design Intelligence" framework to guide the sharing economy towards greater resilience and sustainability. It argues that current "Design Thinking" approaches are too focused on users, technology, and business needs without considering broader social and environmental impacts. A new "Sharing Economy 3.0" model is proposed that emphasizes resilience, life-centered values, and diverse platforms over competitive growth. This would help platforms foster wider social resilience against economic and environmental shocks. Further research is needed to define a resilient society, assess platform impacts, and engage stakeholders in co-creating solutions through a resilience lens. The next steps outlined are to develop a resilience assessment framework, test it with platforms, and work with stakeholders to refine
This document discusses the advantages of user innovation compared to traditional innovation approaches. It notes that user innovation is a major part of open innovation and will become more standard. Open innovation involves using both internal and external knowledge to accelerate innovation. The document then discusses research showing that products developed with lead users through lead user workshops had much higher market share and sales than traditionally developed products, since lead users can reveal future market demands. The main advantage of user innovation is that it taps into the needs of innovators ahead of the market rather than average users.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
Design thinking and design management are related concepts but have important distinctions. Design thinking is a strategic framework that uses human-centered design processes to rethink products, services, and business models. Design management coordinates the skills, methods, and resources needed for design processes on operational, tactical and strategic levels. While related, design thinking focuses on leadership and vision, design management focuses on the common space between managers and designers and requires process coordination skills. Both are valuable but address different needs within an organization.
An Introduction To Quot Purpose Engineering Quot An Essay On Quot Practic...Jeff Brooks
This document introduces the concept of "purpose engineering" as a new management methodology focused on purpose rather than profit. It discusses trends showing a shift in management thinking from financial outputs to social impact and customer values. Purpose engineering manages purposes at both the individual and organizational levels to align them with the higher, common good purpose. It draws from Aristotelian philosophy and applies principles of design thinking to discover the means to achieve purpose-driven innovation through balancing diverse stakeholder purposes.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
1. An Overview of Design Thinking
By Louis Morin
Dr. Hugh Munro
MBA Director, Professor (Marketing)
Lazaridis School of Business and Economics
2. INTRODUCTION 1
WHAT IS DESIGN THINKING? 1
Roots of Design Thinking 1
Modes of Thinking 2
WHY DESIGN THINKING 3
DESIGN THINKING PROCESS 5
What is? – Develop a Deep Understanding of the Situation and the Customer 5
What if? – Development of Possibilities 6
What wows? Pursue Quality and Aesthetics 7
What works? – The Build – Measure – Learn Feedback Loop 8
SKILLS OF A DESIGN THINKER 9
Imagination 10
Story 10
Empathy 10
Build Shared Understanding 11
Design is Action Oriented 11
SENSIBILITIES OF A DESIGN THINKER 12
Description of Design Sensibility 12
Zen – An example of an integrated design sensibility 14
IMPLEMENTING DESIGN THINKING IN AN ORGANIZATION 15
Agency 16
Address Longer Term Problems 16
Flow of Work 16
Encourage Experimentation and Respect Failure 17
EXHIBITS 18
4. 1
Introduction
What is Design Thinking?
Design thinking is an approach to creating the future of a business where the focus
is on imagining future possibilities for the business or its products. “Designers
invent a different future.”1 “
Design thinking deals with
primarily what does not yet
exist.”2
Roots of Design Thinking
Design thinking developed
from architecture and product
design. Where architects and
industrial designers develop an
idea for a building or
production. For example, in the
drawing to the right, one can see an image for Michelangelo’s drawing3 of St. Peter’s
Cathedral in Rome.
From architectural design, design thinking extended into product design. The
following image shows a drawing4 and photos for a gripper toothbrush by Oral-B.
1 Liedtka, J. Strategy as Design. P. 22.
2 Liedtka, J. Strategy as Design. P. 23.
3 Backtoclassics.com. Project for St Peter's in Rome by Michelangelo Buonarroti.
4 Caula, R. Designboom. (2014, February 28)
Figure1 - Michelangelo's Drawing for St. Peter's inRome.
5. 2
While the process of Design Thinking evolved from architectural principle, it is
being extended beyond into
domains like organizational
design, business design,
social innovation,
education, and digital
experiences5.
Modes of Thinking
Design Thinking contrasts
with the dominant mode of thinking in organizations today where the focus on
analysis. In analytical thinking, the purpose is to understand and to make decisions
around increased levels of understanding. For example, “Inventories are too high,
sales are too low, or the customer is dissatisfied.” The answers could be, And the
focus of work would be on resolving the gap between this less than ideal state and a
specific goal. An analytical search would proceed to identify the root causes of the
problem and work towards achieving better state.
In The Second Road of Thought, by T. Golsby-Smith provides a perspective one
different types of thinking as outlined by Aristotle, he states that, “Rhetoric was the
road by which humans designed alternative futures; analytics was the road by
which we diagnosed what already exists.”6 Design thinking is an approach that uses
a rhetorical approach to design alternative futures. We cannot analyze our way into
the future. Argumentation lies at the heart of the second road. Design thinking uses
a variety of tools to encourage argumentation, like design charettes and prototyping.
These tools give people something concrete to give feedback to. According to Golby-
Smit, “Arguments are the engines by which humans create alternative futures.
Cicero claimed that all human civilization was built on the pathway of rhetoric and
5 Ideo Selected Work. (n.d.). Retrieved October 13, 2015
6 Golsby-Smith, T. The Second Road of Thought. P. 41.
Figure2 - Drawings and Final Product for Oral-B Toothbrush.
6. 3
memorably imagined uncivilized tribes arguing their way out of caves and into
villages.”7 The table below describes the two different types of thinking described by
Aristole.
Logic Road8 Rhetoric and Topica
“If I can pull apart any system into its
working parts and explain it in cause and
effect relations, surely I will be able to
fully know the truth about the system.”
“Rhetoric was the domain where things
can be other than they are.”
Table 1 – Aristotle’s Types of Thinking.
Roger Martin in his paper Embedding Design into Business elaborates further on the
types of thinking and breaks it down into three different modes9: inductive,
deductive and adductive. The different modes are described in the table below.
Design Thinking would follow under the abductive mode.
Definition Example
Inductive
Proving through observation
that something actually works
A manufacturer analyzes it’s
products to determine the most
profitable
Deductive
Proving through reasoning and
principles that something must
be
Keep customers satisfied and
you’ll get repeat sales
Abductive
The logic of what might be –
reason that it may be
Imagine what a building would
look like
Table 2 - Modes of Thinking.
Why Design Thinking
The imperative behind Design Thinking can be captured by the following statement
made during a conversation with leaders of a major food company, a senior
executive said to the group, “In the early 2000s we became the most efficient food
company in the world; but so have our main competitors. What now?”10 The
statement is saying that companies in all industries have been pursuing process
based improvement in their organizations. However, when all competitors are
7 Golsby-Smith, T. The Second Road of Thought. P. 41.
8 Golsby-Smith, T. The Second Road of Thought. P. 41.
9 Martin, R. Embedding Design into Business. P. 77-78.
10 Vossoughi, S. “A Survival Guide for: The Age of Meaning. P. 59
7. 4
pursue the same goals using the same methods, none of the companies will develop
a differentiable competitive advantage.
Furthermore, the speed of change is increasing very rapidly. For example,
Buckminster Fuller invented something called the, “Knowledge Doubling Curve,” in
which he stated that until 1900 human knowledge doubled every century, and then
by the end of World War II knowledge was doubling every 25 years. Today, on
average human knowledge is doubling every 13 months. According to IBM, the
build out of the “internet of things” will lead to the doubling of knowledge every
twelve hours11. While different domains of knowledge may develop at different
rates, or the rates of knowledge development may differ across industries. The
implications of the rapid rate of knowledge development for an individual business
is staggering. Knowledge could develop very rapidly that would make a business
irrelevant.
Knowledge development can be viewed as a metric for the pace of change, and along
with the globalization of markets and competition, the expansion of the service-
based economy, the impact of deregulation and privatization, and the explosion of
the knowledge revolution. All these forces are driving firms to fundamentally
rethink their business models and radically transform their capabilities.12 But the
question is, “How does a business radically transform?” Design Thinking offers an
approach for business to radically transform by developing new offerings
In the paper Building a Shared Understanding of Wicked Problems13, by Karen
Christen the author argues that we are now in the Age of Design and we have left the
Age of Science. In the Age of Science, the focus of human activity was on
understanding the natural world, and with this basic understanding humans could
develop technology. Technology provided humans the ability to, “harness, control,
11 Schilling, D.R. Knowledge Doubling Every 12 Months, Soon to be Every 12 Hours.
12 Martin, Roger. The Design of Business. P. 16.
13 Christensen, K. Building Shared Understanding of Wicked Problems. P. 51
8. 5
and transform our world.” The goal was to find the right answer to a problem. In the
Age of Science, the problem, “was well understood, the stakeholders few, the
constraints stable, and in the end there was a concrete result that solved the
problem.”
Types of Problems Where Design Thinking is Useful
Analysis or inductive and deductive thinking is still useful. Those tools can be
applied successful to many problems, but increasingly the problems that
organizations face can be defined as wicked. Wicked problems have no definitive
formulation14. Problems that occur under high levels of uncertainty require a
different approach. According to, Karen Christensen, “Wicked problems demand an
opportunity-driven approach: they require making decisions, doing experiments,
launching pilot programs, testing prototypes,”15 which is a design thinking
approach.
Design Thinking Process
Jeanne Liedtka in her book, Design for Growth, proposes a design thinking process
composes of the following four phases:
What is?16
– Develop a Deep Understanding of the Situation and the Customer
14 Camillus, John C., “Strategy as a Wicked Problem”, Harvard Business Review, May,
2008, 86(5), pp. 101.
15 Christensen, K. Building Shared Understanding of Wicked Problems. P. 53
16 Liedtka, Jeanne and Ogilvie, T. Designing for Growth. P. 22.
9. 6
In this phase of the
process, the purpose
is to make an
assessment of the
current reality and
identify the problem
or opportunity that we
want to tackle. In this
phase of the process,
the focus is one the
customers that are to
be served. Once the
target customer has been chosen the next step is to develop an understanding of the
customer and their problems. Design offers a number of tools like journey mapping
to develop a deeper understanding of the customer. In this phase, a lot of Design
Thinking practitioners focus on developing a deep understanding of what the
customer is with the purpose of understanding their experience.
What if? – Development of Possibilities
With a situation analysis and an understanding of the customer, a design thinking
practitioner will develop ideas or intuitive insights as to possibilities for the current
situation. In this stage, we begin to explore possibilities for what a desirable future
might look like. In this stage, it is important not limit oneself to what one believes is
possible. To achieve breakthroughs, it is important to remain divergent as opposed
to start trimming or converging on specific solutions.
In this phase, design thinking practitioners will use a variety of tools like
brainstorming, concept development, visualization. One of the purposes of this
phase to develop as many concepts as possible, keeping the process divergent, and
not narrowing the solution down to quickly.
Figure3 - Design Thinking Process.
10. 7
This is a hypothesis generating mode to identify concepts for further exploration. In
this phase, there is a risk that stakeholders in the design thinking process will want
to converge on a solution. Not coming to a solution, keeping the solution uncertain,
can make stakeholders anxious and uncomfortable. However, resolving this
uncertainty too quickly can limit possibilities. In the article, Time for Design, by
Jeanne Liedtka and Henry Mintzberg, they state that “Business leaders seeking
better design thinking should pay careful attention to the challenges of preventing
premature consensus emerging in the face of chaos, and of maintaining the fluidity
that is emerging in the face of chaos.”17
What wows? Pursue Quality and Aesthetics
The purpose of this phase to take the ideas and concepts of the previous phase and
to converge on concepts that that deliver customer value and have strong profit
potential. The first part of this process it perform assumption testing on this process
to understand the risks and opportunities associated with each concept. In this
phase, it is important to remain hypothesis driven by having a clear idea of what you
feel the customer wants and by soliciting feedback against what you are offering.
Solutions are generated through an iterative process. According to Jeanne Liedkta,
“Think of an architect’s progress through a series of representations of their work –
sketches to cardboard models, to wooden models, to 3D renderings – all before a
single shovelful of dirt has been lifted on the construction site.”18 Following the
assumption-testing phase, the next step is rapid prototyping where something
concrete enough is built to place in front of stakeholders to receive feedback.
In developing a new product or service offering, one of the goals is to produce
something of a higher standard than existing offerings in the market. According to
Jeanne Liedtka, “If you want great designs, seek simplicity, emotional engagement,
and that sweet spot between the familiar and the new. And, of course, do the job
17 Liedtka, Jeanne and Mintzberg, Henry. Time for Design. P. 37.
18 Liedtka, Jeanne and Ogilvie, T. Designing for Growth.
11. 8
well. And yet, if it’s all that obvious, why are we are we surrounded by so many
mediocre designs.”19 Or for example Steve Jobs, one of the great champions of
design in the computer industry, spoke to people about, ‘being insanely great,’
telling them: ‘What you create has got to be so good that you are shocked that you
could actually create something that good.”20
What works? – The Build – Measure – Learn Feedback Loop
In this phase, a company must begin to converge on the possibilities to pursue, it
may select several of the project developed in the previous phase and begin to
develop prototypes or use design charettes and demonstrate them to customers to
solicit their feedback.
In the book, The Lean Startup, the author Eric Ries describes the Minimum Viable
Product.21 It can be described as a, “Rough,” product that lacks many features that
may prove essential later on. The purpose is to get the product in front of people
and get their feedback. Eric Ries describes a, “Build – Measure – Learn,” feedback
loop. As you move through this phase, you want to work in fast feedback cycles
trying to learn as much as possible about what the customer wants.
The iterative nature of the Build – Measure – Learn feedback loop is inherent to the
design thinking process. “After studying architects in action, philosopher and
academic David Schon described design as “a shaping process,” in which the
situation ‘talks back’ continually and ‘each move is a local experiment which
contributes to the global experiment of reframing the problem.”22
The Build – Measure – Learn approach is similar to the hypothesis-driven approach
of the traditional scientific method. According to Jeanne Leidtka the purpose of this
19 Liedtka, Jeanne and Mintzberg, Henry. Time for Design. P. 34
20 Brown, T. The Merits of an Evolutionary Approach to Design. P. 71.
21 Reis, Eric. The Lean Startup. P. 76-77.
22 Liedtka, J. Strategy as Design. P. 21.
12. 9
approach is so that, “The designer substitutes mental experiments for physical
ones.23 What makes the hypothesis driven approach necessary to design thinking is
the uncertainty associated with the proposed solution. However, we should not
view the uncertainty as a barrier, to a certain extent we must, “Accept that we
cannot know all the answers before we do things.”24 According to Jeanne Liedtka,
you don’t really understand the problem until after the first prototype, and you
cannot become too attached to your initial solution and you have to prepared to
start over at least once.”25
Skills of a Design Thinker
The author C. Owen26 makes a distinction between two types of creative people. The
first group is called, “Finders”. They exercise their creativity through discovery to
find explanations for phenomena that are not well understood. In professional life,
they are scientists or scholars and are responsible for much of our progress in
understanding ourselves, and our environment. The second group is called,
“Makers,” They demonstrate their creativity through invention. Makers are driven to
synthesize what they know in new constructions, arrangements, patterns,
compositions, and concepts that bring tangible fresh expression of what can be.
Design Thinkers fall into the category of makers.
While a Finder’s purpose is to describe, a maker’s purpose is to create new objects,
products, experiences that stakeholder’s value. And to invent, Makers require a
specific set of skills including: imagination, story, empathy, building a shared
understanding, and an action-approach (practical).
23 Liedtka, J. Strategy as Design. P. 22.
24 Brown, T. The Merits of an Evolutionary Approach to Design. P 69.
25 Liedtka, Jeanne and Mintzberg, Henry. Time for Design. P. 37.
26 Owen, C. Design Thinking: On its Nature and Use. P. 45.
13. 10
Imagination
One of the skills that Design Thinkers require is imagination. Imagination is a
capacity to use the mind to visualize. In the Design Thinking context, it is the
capacity to visualize, “What could be,” and then to create documents, prototypes,
and drawings that describe it. For example when Bill Stumpf, and Don Chadwick,
designed the award winning Aeron chair for Herman Miller, they had lots of detailed
consumer research from which to apply inductive reasoning and robust sets of
design principles to consider deductively. However, they used the consumer
research and design principles as a starting point: “they imagined what a chair of the
future could look like, and how that chair could forever change the way users think
about office chairs.”27
Story
In order to engage a wide variety of stakeholders, Design thinkers need to be able to
communicate effectively and to communicate effectively one needs to understand
how the human brain works. In the book, A Whole New Mind, Daniel Pink, gives two
examples. One example is written in technical jargon, and the other is written in the
form of a story. Daniel Pink then asks the user to pick which one they remember
better from the two examples. It is much easier for the reader to remember the
prose written in the story form. “Narrative imagining – story – is the fundamental
instrument of thought,” writes cognitive scientist, Mark Turner. “Rational capacities
depend on it. It is our chief means of looking into the future, of predicting, of
planning, and of explaining… Most of our experience, our knowledge and out
thinking is organized around stories.”28 In order to facilitate the development of a
shared understanding among stakeholders, stories are a key tool.
Empathy
27 Christensen, Karen. Building Shared Understanding of Wicked Problems.
28 Pink, D. A Whole New Mind. P. 99.
14. 11
Empathy is the capacity to understand the mental and emotional experience of
another. A Design thinker creates, “Something,” for a stakeholder, a user, or a
customer, or other interested party. Whether it is a product, experience, or service
the purpose of Design Thinking is to create of value for the stakeholders, and in
order to create value a designer must come to understand the minds of the
stakeholders to the project. To empathize with the stakeholder, design thinkers use
observational research methodologies to reveal latent needs.29 However, developing
a cursory or superficial understanding of those needs is not enough. The Design
Thinker needs to attempt to achieve a deep understanding of the user.30 To develop
that deep understanding, anthropologists have developed a tool called, “Thick
Descriptions.” For human behaviour to make sense to an outside observer, a thick
description is necessary to explain not just how people act, but the context for their
behaviour.31
Build Shared Understanding
The Design Thinker needs to build a shared understanding of the problem among
the stakeholder group. “A shared understanding of a given problem cannot be taken
for granted, and that the absence of buy-in about a problem’s definition, scope and
goals can kill a project just as sure as faulty implementation.”32 If stakeholders do
not agree on the problem, then a proposed solution may not meet on stakeholder’s
understanding of the problem. To effectively collaborate, a shared understanding of
the problem is required.
Design is Action Oriented
The purpose of the Design Thinking is not to engage in the process by to actually
implement something concrete. The Design Thinker needs to interact with
stakeholders, understand their needs, create concepts, drawings, and solicit their
29 Coughlan, P. and Prokopoff, I. Managing Change By Design. p. 100.
30 Martin, R. Designing in Hostile Territory. P.89
31 Canada, A. Mapping the Future in Uncertain Times. p. 95.
32 Christensen, K. Building Shared Understanding of Wicked Problems. P. 52
15. 12
feedback. “Better designing – of products, organizations, strategies – holds the key
to unlocking the real potential of design for business. The basic of attributes of
successful designing are well recognized: the process is synthetic, future focused,
hypothesis-driven, and opportunistic. It involves observation, the use of frameworks
and prototyping.”33
Sensibilities of a Design Thinker
Description of Design Sensibility
Design sensibility could be described as a philosophy or an aesthetic approach.
From a musical perspective, examples of different design sensibilities could be
classical as compared to rock and roll as compared to jazz or hip-hop. Each of these
musical genres represents a different set of design principles.
Not only does design sensibility include different principles or ideas come together
in a designer’s mind to produce a work, but it also includes notions of quality. For
example, look at the images of the two offices in the exhibit below. If one were to
propose a test for someone, and ask them which office design they prefer, the
majority of people would choose the office design on the right. Both of these office
spaces were created by a design thinking process. The individuals that created both
design may or may not have been trained as designers.
The office space on the left is dark, grey, and practically colorless environment. The
principle concern of the designer would be strict functionality and cost. The office
environment practically demands of its workers to, “Get the job done,” without
concern for the health and emotional spiritual state of the workers. In contrast the
office on the right is much brighter. Aside from the blue seats, it is likewise colorless,
33 Liedtka, Jeanne and Mintzberg, Henry. Time for Design. P. 34
16. 13
however the high ceilings and the white give it a much more optimistic feel and
seems to express more concern for the individuals that work there.
Figure4 - Contrasting Different OfficeDesign Aesthetics
Applying the methods of Design Thinking alone is not sufficient, the Design Thinker
must have an organized sense of a sensibility of design philosophy. This doesn’t
have to be an identity, but more of choosing a philosophy that is appropriate
environment or problem space.34 According to the authors Suri and Henrix,35 Design
sensibilities consist of the intuitive qualities such as delight, beauty, personal
meaning and cultural resonance. These subtle qualities are subjective and difficult
to articulate. In the pictures of the office space above, two different people may have
two different descriptions of the design. These intuitive qualities are generally
discounted in the workplace because of their subjectivity, and because most
management training focuses on analytical methods managers are undeveloped in
this area and do not have the capacity to discuss those intuitive qualities. In the
words of Abraham Maslow, “He who is good with a hammer, tends to think
everything is a nail.” Consequently, managers may be blind to situations that call for
intuitive thinking, and approach those problems with their analytic minds
eliminating a range of possibilities. Design methods and design sensibilities together
can, “create the experiences and outcomes upon which successful businesses
34 Suri, F. J., and Hendrix, M. Developing Design Sensibilities. P. 167.
35 Suri, F. J., and Hendrix, M. Developing Design Sensibilities. P. 167.
17. 14
capitalize: clear distinction from competitors, lasting market impact, and customer
loyalty.”36
Zen – An example of an integrated design sensibility
Zen, a Japanese school of Buddhism, has an aesthetic ideal called, “ Shibumi.”
Shibumi is reserved for, “objects and experiences that exhibit all at once the very
best of everything and nothing: elegant simplicity; effortless effectiveness; beautiful
imperfection.37 In reading the previous sentence, it is difficult to come to a direct
sense of the meaning. For example, how could one identify an object that exhibits,
“The very best of everything and nothing.” In an attempt to create an object that
strives to achieve Shibumi, Zen emphasizes a series of principles listed in the table
below.
Principle Description
Koko (austerity)
Restraint, exclusion, omission, embracing the idea of ‘not
adding’ is a valid subtractive approach.
Kanso (simplicity)
Beauty and utility need not be overstated, overly decorative
or fanciful and imparts a sense of being fresh, clean, and neat.
Shizen (naturalness)
Strike a balance between being at once ‘of nature’ without
pretense, without, articifice, not forced, yet to be revealed as
intentional rather than accidental or haphazard.
Yugen
The power of suggestion is often stronger than that of full
disclosure: leaving something to the imagination creates an
irresistible aura of mystery that compels us to find answers.
Fukinsei
(imperfection,
asymmetry)
The goal of fukinsei is to invoke the natural human
inclination to seek symmetry. To employ fukinsei is to
convey the symmetrical harmony of nature by providing
something that appears to be asymmetrical.
Datsuzoku (break
from routine)
These strange timings and random locations are not merely
coincidence: neuroscientists now believe that the ability to
engineer creative breakthroughs hinges on the capacity to
synthesize and make connections between seemingly-
disparate things, and a key ingredient is time away from the
problem.
36 Suri, F. J., and Hendrix, M. Developing Design Sensibilities. P. 167.
37 May, M. Zen and the Art of Simplicity. P. 180.
18. 15
Principle Description
Seijaku (stillness,
tranquility)
It is in states of active calm, tranquility, and solitude that we
find the essence of creative energy.
Figure 4 shows a landscape
design, which can be used to
illustrate the Zen
sensibility. A more detailed
analysis can be found in the
exhibit at the end of the
document. It is a very
simple garden that balances
symmetry with some
asymmetrical elements. The
overall sense of the garden is one of stillness and tranquility. There is a sense of
restraint give by the garden in the front, but the lush green of the shrubs in the
foreground balances that restraint.
The Zen design sensibility is one approach. The purpose of a sensibility in design
thinking is to give the design thinker a set of principles to integrate into their design,
but also a critical framework to feed back into the design that they are working on.
Implementing Design Thinking in an Organization
Design Thinking offers a different approach to addressing organizational
imperatives than the traditional analytic approach. Implementing Design Thinking
will require that members of the organization adopt a different mindset that
includes:
Willingness to acknowledge the unknown
Willingness to incorporate the views of others
Willingness to distribute power
Figure5 - Landscape Illustrating the Zen Design Aesthetic
19. 16
Willingness to experiment
Aside from this mindset, implementing Design Thinking will require that the
organization encourage the agency of its members, it will require a shift in from the
immediate to longer term problems, and adopt an experimental mindset.
Agency
In the paper, “The Second Road of Thought,” the author states that, “If we want to
get people to design their futures, our first task is to emphasize their agency. They
must feel that the world is not determinate: it is putty in their hands and they are it’s
authors.”38 Managing an organization where agency of individual employees
requires a different approach than what would be required in a hierarchy. It
distributes status, power, and decision making through the organization as opposed
to pushing it up the organization.
Address Longer Term Problems
“Any time you do that in today’s environment, you’re looking at a wicked problem,
because you’re confronting the fundamental problems of identity: who is our
company? What is our direction? What is our market? Who is our customer? These
fundamental issues are always present, but it’s very easy to avoid them by focusing
on immediate problems that are more tractable.”39
Flow of Work40
“Design organizations vary significantly from traditional firms along five key
dimensions: flow of work life; style of work; mode of thinking; source of status; and
dominant attitude.” The style of work is project based with a beginning and an end.
The mode of thinking is more inductive as opposed to analytical and requires less of
a, “Right or wrong,” mindset and requires people to keep an open mind an explore
38 Golsby-Smith, T. The Second Road of Thought. P. 40.
39 Christensen, K. Building Shared Understanding of Wicked Problems. P. 53.
40 Martin, Roger. Embedding Design into Business. In Rotman on Design. University
of Toronto Press. 2013.
20. 17
possibilities. Finally, the source of status does not come from position on the
hierarchy, it comes from the work itself and project results.
Encourage Experimentation and Respect Failure
While there is a rhetorical approach to Design Thinking, where participants attempt
to determine the correct solution. The key determinant of what is right or wrong is
not a decision made in the mind of a group or individual, it involves testing a design
or prototype in the real world. To arrive at the final solution, there is an iterative
process, and each of these iterations involves failure and learning. Participants have
to view that failure is a key component to learning and ultimate success.
22. 19
References
Brown, T. The Merits of an Evolutionary Approach to Design. In Rotman on Design.
University of Toronto Press. 2013.
Canada, Alonso. Mapping the Future in Uncertain Times. In Rotman on Design.
University of Toronto Press. 2013.
Caula, R. (2014, February 28). Thomas Overthun interview, IDEO associate partner
design director. Retrieved October 13, 2015.
Christensen, Karen. Building Shared Understanding of Wicked Problems. In Rotman
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