31 May 2014

Design thinking – what is it in practice?

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Promoted heavily by academic institutions and consultancies alike, design thinking has been a big buzzword during the past decade, turning some people on and others off. Though design thinking has actually been around for half a century, when asking creative professionals how they define it; Soren Petersen always gets “completely different answers and most are an inch deep and a mile wide”.

He then invited creative professionals to share their experience with design thinking on online social platforms, and he writes critically about what he learned.

“Plenty of case stories hail the virtues [of design thinking], however no objective evaluations of its performance is available.

As we push further into the future application of design thinking, we will see new ways to better understand and use statistical data models in design (i.e. better mathematical programs that are easier to understand and use). With better tools and methods to build, acquire and apply data sets, designers and design thinkers will be able to forecast with better accuracy how their convergent thinking decisions will affect potential growth, culture and scalability.

Only the design thinking that is adopted by industry creates value for society, so, for broad acceptance and maximum impact, design thinking needs to be understandable and collaboratively used by all stakeholders. For it to survive, it must continuously evolve and demonstrate measurable improvement over existing approaches. Unless it can also provide breakthrough innovations, it will remain a tool for incremental improvement of business as usual and soon lose its appeal.”

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22 October 2016
[Book] Org Design for Design Orgs
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We are an international experience design consultancy helping companies and organisations to innovate their products, services and processes by putting people and their experiences first.

5 September 2016
Great engine, but the fuel seems poor. Discussing insight development in corporate marketing

The September issue of the Harvard Business Review (HBR) contains a lengthy essay, entitled Building an Insights Engine, on how Unilever has created the organizational capabilities to “transform data into insights about consumers’ motivations and to turn those insights into strategy.” The article was written by Frank van den Driest and Keith Weed of a […]

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