eBusiness Weekly
David Dunne
Design thinking has become the recipe du jour for innovation.
For some, it is the route to transformative thinking and revolutionary change.
For others, it looks like chaos, where millennials plaster the walls with sticky notes and play with Nerf toys and Lego. Others see it as a fad that has failed.
Fad or not, design thinking (creative problem-solving) has been adopted by governments, tech companies, consumer goods manufacturers, health-care organizations and many others. For my book, Design Thinking at Work: How Innovative Organizations Are Embracing Design, I interviewed large organizations that have adopted design thinking.
I wanted to understand why they embarked on a design thinking program and what their experience was.
I heard the usual stories about its benefits — how its fluid, iterative approach could bring great insights and find hidden opportunities. But I also heard about real obstacles to making it work.
Organizations adopted design thinking for many reasons, not just innovation. Some programs grew out of previous initiatives that had failed; others came about as a result of senior management’s frustration that the organization was slow and bureaucratic; others to improve contact with customers, to encourage collaboration or to attract and retain talent. Some had all of these goals, and more.
